Assimilation of Frameworks (Berger, 2013).
See Overview below.
Googins etal (2007) believe that the hardest transition for an organization is the movement to a stage four level. Senge, Smith, Kruschwitz, Laur & Schley (2008) concur and note that movement between stages is a change process and a cycle that starts with compliance and grows into innovation. The most significant part of that cycle is the evolution from stage three into the more sophisticated stages of 4 and 5, where CSR informs strategy and impact throughout the organization. In my experience, I believe that moving from stage 2 to stage 3, whereby the entire organization has been elevated fully into stage 3 is also a challenge. It requires an organization to fire up CSR on all cylinders, and for leadership to proactively and intentionally drive it into the DNA of the culture. This moves CSR into a multi-faceted, multi-dimensional position of scalability and multi-level potential for impact.
Googins, B.K., Mirvis, P.H., & Rochlin, S.A. (2007). Beyond good company: Next generation of corporate citizenship. New York, NY. Palgrave Macmillan.
Senge, P., Smith, B., Kruschwitz, N., Laur, J. & Schley, S. (2008). The necessary revolution: How individuals and organizations are working together to create a sustainable world [Kindle version]. Retrieved from Amazon.com.
"We are caught in an inescapable network of mutuality, tied in a single garment of destiny. Whatever affects one directly, affects all indirectly." - Martin Luther King, Jr.