Purpose -The purpose of this paper is to capture, codify and communicate an implicit changemanagement process to embed corporate responsibility and sustainability at the Cranfield School of Management. Design/methodology/approach -To explain the (on-going) change-management process, the authors retrospectively applied change-management literature to the implicit process in which they have, themselves, been intimately involved. Findings -The implicit change-management process had unconsciously mobilized a variety of tactics identified in the change-management literature; a more explicit articulation of the "as-is" and "desired" states, and a more explicit, systematic and regular communication of the journey and goal, might have enabled faster progress. However, the nature of a highly autonomous and decentralized organization, such as an academic institution, means that sustainable change management may be slower than in commercial institutions.Research limitations/implications -The authors have been closely engaged in the changemanagement process they describe and, inevitably, have unconscious biases and partial perspectives. Nevertheless, as a frank and self-critical account of a five-year-plus process, it can assist other academic institutions. Practical implications -As more business schools seek to embed corporate responsibility and sustainability, the case study identifies a series of potential change-management tactics. Originality/value -The paper applies a change-management model to examine how one school of management is tackling how to embed corporate responsibility and sustainability into its research, teaching, advisory services and its own operations.

British retailer Marks & Spencer aspires to be the world's most sustainable major global retailer by 2015. To speed their journey, they have aligned sustainability with core strategy. Top leadership is driving the strategy which is overseen by the board. M&S have made a very public commitment: Plan A with measurable targets, timescales and accountabilities. The strategy is being integrated into very business function and strategic business unit; and involves suppliers, employees and increasingly customers. To enable implementation, the company is developing its knowledge-management and training; engaging with wider stakeholders including investors; building partnerships and collaborations; and has evolved its specialist sustainability team into an internal changemanagement consultancy and coach/ catalyst for continuous improvement.

Purpose -This paper aims to deal with the significance of leadership as driver of corporate responsibility and complementary, dynamic organizational change. It seeks to focus on the continuous attention required by competitiveness, and the cultural complexity of renewing business processes in a global environment.Design/methodology/approach -The paper opens by adopting the insecurity context that is clearly reflected in a range of contemporary management and non-management discourses. Among the negative attributes of advanced globalization the authors trace the erosion of trust between society and institutions to perceptions of impropriety by managers in large firms. Reflecting on their extensive joint experience of the corporate responsibility vanguard from the early 1990s, they suggest some interesting themes that will be familiar to governance and CSR academics and practitioners alike. Strands of social, political, economic, cultural and environmental complexity are evident in the narratives.Findings -Perhaps reflecting this decline in trust, the chorus of stakeholders calling for CSR two decades ago has now segued into a demand for sustainable enterprise. But are the dimensions of sustainability any more distinct and measurable than its conceptual antecedent: what is it for a firm to be responsible, accountable, sustainable and transparent? While aspiration can be seen to be running well ahead of capability on such a score in many businesses there are some showing clear leadership in the challenge to be more sustainable.Originality/value -The paper offers an insight on the responses to this challenge at telecoms multinational BT. It articulates a comprehensive approach to what is a highly socialized (human-focused) approach to managing the multiplicity of risks inherent in the opening context.

Purpose: The purpose of this paper is to explore whether internal marketing could be a powerful tool for engaging employees on the corporate responsibility journey.Design/methodology/approach: In the absence of empirical work linking internal marketing efforts in organizations and employee engagement in corporate responsibility issues, a conceptual approach based on literature review is carried out to determine the existing possibilities provided by internal marketing to enhance corporate responsibility. Findings:Reflexion from the extant literature indicates that, because employee engagement matters, internal responsibility should be put first.The internal marketing umbrella, including "selling internally" the idea of responsibility, facilitating internal communication, enhancing corporate volunteering or the possibility to become a social intrapreneur, could help to align employees' needs with corporate responsibility goals. Practical implications:The results suggest that managers must ensure that internal aspects of management, such as internal communication and employee commitment are taken into account in order to get success in corporate responsibility issues. Managers need to be more proactive trying Intangible Capital -http://dx.doi.org/10.3926/ic.305 -276 -to introduce the marketing function in human capital issues. Understanding employees' wants and needs and selling internally responsibility goals would make external efforts in developing a responsible strategy much more likely to succeed. Originality/value: Reflecting the literature which highlights the importance of internal marketing, we pay particular attention to their role on promoting corporate responsibility internally. The results indicate that while organizations strive to achieve corporate responsibility goals, it is expected that effectiveness will be greater among organizations using internal marketing tools for this purpose. To the best of our knowledge is the first time this relationship has been academically discussed offering recommendations for practitioners.

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