CSR and the building of leadership capability

Abstract

Purpose

The paper aims to test the proposition that action research conducted within an organisation can develop the kind of leadership capabilities that are likely to enhance sustainability outcomes. It seeks to report the conduct of an action research process used in FOXTEL to develop a component of its overall corporate social responsibility (CSR) strategy.

Design/methodology/approach

The paper provides a case study of an action research process that was conducted within FOXTEL to develop the volunteering and gifting elements of its CSR program.

Findings

The evidence suggests that action research as an approach to change develops leadership capabilities that have been associated with more sustainable organisational behaviour.

Research limitations/implications

This research is a single case study. There needs to be many more case studies of a comparable kind before generalisations can be named with confidence.

Practical implications

The processes described in this case study can easily be replicated as part of any change management strategy.

Originality/value

While the paper is an evidence based, scholarly examination, it provides a model that practicing managers can easily follow.

Citation

Jones, G. and Kramar, R. (2010), "CSR and the building of leadership capability", Journal of Global Responsibility, Vol. 1 No. 2, pp. 250-259. https://doi.org/10.1108/20412561011079380