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Responsible leadership? Development of CSR at danfoss, Denmark

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  • Martin Lehmann
  • ImnLin Toh
  • Per Christensen
  • Rufei Ma

Abstract

Responsible leadership is not just about creating value for shareholders. This viewpoint has created significant challenges to the field of leadership and strategic management but has also generated opportunities for businesses to distinguish themselves positively in the eyes of stakeholders. The Danfoss Group, Denmark, is one such business, now at an advanced stage of CSR development focusing both on Products & Processes and Employee Relations. This development has been a gradual progression influenced by environmental and labor market issues, climate change, its commitment to the UN Global Compact, and a profound learning capacity. The current financial crisis has not impeded implementation of CSR initiatives, but rather has provided an opportunity to ‘walk‐the‐talk’. This underlines that the CSR policies are in place because Danfoss, its owners, and its managers feel it is the right thing to do and that responsible leadership indeed does entail more than just creating short‐term value for owners. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.

Suggested Citation

  • Martin Lehmann & ImnLin Toh & Per Christensen & Rufei Ma, 2010. "Responsible leadership? Development of CSR at danfoss, Denmark," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 17(3), pages 153-168, May.
    • Handle: RePEc:wly:corsem:v:17:y:2010:i:3:p:153-168
    DOI: 10.1002/csr.226
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    References listed on IDEAS

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    1. Jose I. Galan, 2006. "Corporate Social Responsibility and Strategic Management," Journal of Management Studies, Wiley Blackwell, vol. 43(7), pages 1629-1641, November.
    2. Michael C. Jensen, 2010. "Value Maximization, Stakeholder Theory, and the Corporate Objective Function," Journal of Applied Corporate Finance, Morgan Stanley, vol. 22(1), pages 32-42, January.
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    Cited by:

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    2. Tarja Ketola, 2010. "Responsible leadership," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 17(3), pages 123-124, May.
    3. Katrin Muff & Anna Liechti & Thomas Dyllick, 2020. "How to apply responsible leadership theory in practice: A competency tool to collaborate on the sustainable development goals," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 27(5), pages 2254-2274, September.
    4. Oscar Rikhotso & Thabiso John Morodi & Daniel Masilu Masekameni, 2022. "The Extent of Occupational Health Hazard Impact on Workers: Documentary Evidence from National Occupational Disease Statistics and Selected South African Companies’ Voluntary Corporate Social Responsi," Sustainability, MDPI, vol. 14(17), pages 1-25, August.
    5. Louis Y.Y. Lu & John S. Liu, 2014. "The Knowledge Diffusion Paths of Corporate Social Responsibility – From 1970 to 2011," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 21(2), pages 113-128, March.
    6. Denise M. Jepsen & Suzanne Grob, 2015. "Sustainability in Recruitment and Selection: Building a Framework of Practices," Journal of Education for Sustainable Development, , vol. 9(2), pages 160-178, September.
    7. Christian Voegtlin & Michelle Greenwood, 2016. "Corporate social responsibility and human resource management: A systematic review and conceptual analysis," Post-Print hal-01481479, HAL.
    8. Orzes, Guido & Moretto, Antonella Maria & Moro, Mattia & Rossi, Matteo & Sartor, Marco & Caniato, Federico & Nassimbeni, Guido, 2020. "The impact of the United Nations global compact on firm performance: A longitudinal analysis," International Journal of Production Economics, Elsevier, vol. 227(C).

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