Strategic Corporate Responsibility and Sustainability Performance Management Model

Adeyemi Ademola Egbeleke


The cross industries overall business performance instability is non-exclusive of the prevalence of corporate responsibility and sustainability (CRS) performance instabilities. Contributing to CRS performance instabilities, are deficiencies of existing CRS descriptive frameworks to support delivery of CRS performance management. This is in the light of stakeholder’s demands for business implementation of economic multiplier oriented CRS programmes. To address the problem of CRS performance instability, the Strategic Corporate Responsibility and Sustainability (CRS) Performance Management Model is built to enable business engagement in delivery of economic multipliers programmes to create CRS value convertible into Cash Value Added (CVA) for distribution among stakeholders and for business survival. The results from pilot testing indicate capability of the model’s integrative processes to deliver CRS performances that are verifiable and acceptable to stakeholders. However this requires business leader’s CRS Values as a driving force.

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Journal of Management and Sustainability   ISSN 1925-4725 (Print)   ISSN 1925-4733 (Online)


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