20.500.12556/DKUM-25381 Implementation of total responsibility management into corporate strategy This contribution reports about relationship and potential synergies between the total quality management (TQM) and total responsibility management (TRM) as well as corporate citizenship. TRM principles and standards reflect the raising public expectations about corporate social responsibility. Many companies develop TRM as requisitely holistically and hence successfully manage their responsibilities toward their stakeholders and natural environment. The evolution and implementation of TRM in companies includes three main components/approaches: inspiration/vision, integration and improvement/innovation. The improvement/innovation elements of TRM create a significant demand for companies to broaden measuring of their performance. TRM indicators focus on stakeholders (together with triple-bottom-lines) of economic, social and environment issues ('cost-benefit' approach). Gorenje Group represents a successful case of implementation of TRM into corporate strategy (including sustainable indicators). The synergies also lead (socially) responsible companies to long-term competitiveness by contributing to requisitely holistic management of (innovative-responsible) enterprises/companies. CSR and sustainability could be promoted through transparency, good governance, concern for the environment and good relations with company's stakeholders. Morally proactive leadership is critical for successful TRM and corporate citizenship. The proactive companies focus on the importance of CSR and its management inside and outside the global company (case Gorenje Group). Introduction of TRM may hence be a management innovation. podjetje družbena odgovornost kakovost TQM ekologija vodenje odgovornost true false false Angleški jezik Angleški jezik Neznano 2012-05-30 11:57:49 2012-05-30 11:57:49 2022-04-14 03:49:47 2024-01-03 03:11:47 2011 0 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 005.6 10979100 URN:SI:UM:DK:LNTALZZC http://ffrc.utu.fi/julkaisut/e-julkaisuja/eBook_2011-15.pdf 1 https://dk.um.si/Dokument.php?lang=slv&id=34007 Ekonomsko-poslovna fakulteta 0 0 0