(Image Credit: Doug Buckley of http://hyperactive.to)
“Is the world growing more responsive to the needs of being socially responsible (SR)? Is SR mainstream thought, or still in the fringe? Have those that know quality raised their voices to explain to organizations that being socially responsible is not about philanthropy (giving money for social good), but about [doing well by doing good]?”
Is SR mainstream thought, or still in the fringe? I think it’s a combination of both. The concept of social responsibility (aka corporate social responsibility) is not new – in fact, it’s been part of the fabric of the continuously improved Baldrige Criteria since the early 2000’s. With the 2010 publication of the ISO 26000 Guidance on Social Responsibility, the concept has been formally segmented into 7 “core subjects” which include organizational governance, human rights, labor practices, the environment, fair operating practices, consumer issues, and community involvement and development. In addition, there are 7 “core principles” which include accountability, transparency, ethical behavior, respect for stakeholder interests, respect for law, respect for international norms of behavior, and respect for human rights. Undoubtedly, many organizations embrace these core principles as part of their fundamental ethically-driven value systems.
So people have been doing it, companies have been doing it, but the formalization of social responsibility is what’s new – and still, in many ways, on the fringe.
From the research perspective, there is still much to be explored – we have just set foot on the fringe. I wrote an article (scheduled for the October 2012 issue of the Quality Management Journal) that explored emerging themes in quality management research. One of the things I discovered, by doing a citation network analysis and exploratory text mining, is that there is much work to be done in exploring how social responsibility can be applied as a quality management practice. Here’s an excerpt from my upcoming article:
…rigorous research into either what to do or how to do it following Ahire et al. (1995) is absent. Ascigil (2010) explored social responsibility in Turkish firms for the QMJ, but no broader examinations are yet available. Because the concept map indicates that QMJ research has effectively integrated strategy development and culture concerns into its examination of quality impacts of business results, hubs within the QMJ may provide an effective starting point (e.g. Grandzol & Gershon 1997, Kujala & Lillrank 2004, Handfield et al. 1998, or Cameron & Sine 1999).
Regarding Paul’s second question, I believe that it is quite common to conflate social responsibility with philanthropy, and that as a community we should seek to really understand the difference – and apply it in our organizations. To accomplish this, we need to ASK WHY we are doing what we do MUCH more aggressively, and make these motivations (and the directions for the flow of our profits!) much more transparent to our customers and stakeholders. Only then, in my opinion, will we make the lofty ideals of social responsibility and ISO 26000 more real in our organizations and communities.
If you’re looking for more information about social responsibility or ISO 26000, the March 2011 issue of ISO Focus+ is a must-read.