How should Arriva plc develop its Corporate Social Responsibility agenda?
An analysis of the non-market environment of the UK Bus industry identifies the industry's key social issues. The development of Arriva's Corporate Social Responsibility (CSR) agenda in its UK Bus businesses is analysed and shown to broadly address these issues. Gaps are identified and rec...
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| Format: | Dissertation (University of Nottingham only) |
| Language: | English |
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2006
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| Online Access: | https://eprints.nottingham.ac.uk/20627/ |
| _version_ | 1848792108143476736 |
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| author | Richmond, Jenifer |
| author_facet | Richmond, Jenifer |
| author_sort | Richmond, Jenifer |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | An analysis of the non-market environment of the UK Bus industry identifies the industry's key social issues. The development of Arriva's Corporate Social Responsibility (CSR) agenda in its UK Bus businesses is analysed and shown to broadly address these issues. Gaps are identified and recommendations provided for how Arriva's CSR agenda should develop in future.
Organisational Learning theory and its application in understanding the dynamics of Corporate Social Performance (CSP), in addition to the vast literature on CSR, CSP and corporate social reporting, provide the theoretical foundation for this work. Taking a case study approach, a detailed analysis of the development of Arriva's CSR agenda employing various research methods, reveals increasing focus on CSR over the last five years, with progress and success demonstrated in the areas of 'health and safety' and 'employees'. The 'environment' is highlighted as the biggest performance gap in Arriva's CSR agenda and a comparative analysis of the social reporting of Arriva's major UK competitors show that Arriva compares unfavourably in terms of social and environmental disclosure.
Agreement on the desired level of CSP in Arriva for each aspect of its CSR agenda and the creation of congruence between espoused and in use principles are central to the recommendations. Increased focus on the environment is a key recommendation supported by an involvement and reporting framework which enables corporate social learning. Improvements in communication of the CSR agenda both internally and externally are recommended, however continued participation in the Business in the Community benchmarking process and the production of a stand-alone externally verified report are not recommended. |
| first_indexed | 2025-11-14T18:39:09Z |
| format | Dissertation (University of Nottingham only) |
| id | nottingham-20627 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T18:39:09Z |
| publishDate | 2006 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-206272017-12-29T18:27:53Z https://eprints.nottingham.ac.uk/20627/ How should Arriva plc develop its Corporate Social Responsibility agenda? Richmond, Jenifer An analysis of the non-market environment of the UK Bus industry identifies the industry's key social issues. The development of Arriva's Corporate Social Responsibility (CSR) agenda in its UK Bus businesses is analysed and shown to broadly address these issues. Gaps are identified and recommendations provided for how Arriva's CSR agenda should develop in future. Organisational Learning theory and its application in understanding the dynamics of Corporate Social Performance (CSP), in addition to the vast literature on CSR, CSP and corporate social reporting, provide the theoretical foundation for this work. Taking a case study approach, a detailed analysis of the development of Arriva's CSR agenda employing various research methods, reveals increasing focus on CSR over the last five years, with progress and success demonstrated in the areas of 'health and safety' and 'employees'. The 'environment' is highlighted as the biggest performance gap in Arriva's CSR agenda and a comparative analysis of the social reporting of Arriva's major UK competitors show that Arriva compares unfavourably in terms of social and environmental disclosure. Agreement on the desired level of CSP in Arriva for each aspect of its CSR agenda and the creation of congruence between espoused and in use principles are central to the recommendations. Increased focus on the environment is a key recommendation supported by an involvement and reporting framework which enables corporate social learning. Improvements in communication of the CSR agenda both internally and externally are recommended, however continued participation in the Business in the Community benchmarking process and the production of a stand-alone externally verified report are not recommended. 2006 Dissertation (University of Nottingham only) NonPeerReviewed application/pdf en https://eprints.nottingham.ac.uk/20627/1/06MBAlixjd3.pdf Richmond, Jenifer (2006) How should Arriva plc develop its Corporate Social Responsibility agenda? [Dissertation (University of Nottingham only)] (Unpublished) Corporate social responsibility corporate social learning corporate moral development corporate social performance |
| spellingShingle | Corporate social responsibility corporate social learning corporate moral development corporate social performance Richmond, Jenifer How should Arriva plc develop its Corporate Social Responsibility agenda? |
| title | How should Arriva plc develop its Corporate Social Responsibility agenda? |
| title_full | How should Arriva plc develop its Corporate Social Responsibility agenda? |
| title_fullStr | How should Arriva plc develop its Corporate Social Responsibility agenda? |
| title_full_unstemmed | How should Arriva plc develop its Corporate Social Responsibility agenda? |
| title_short | How should Arriva plc develop its Corporate Social Responsibility agenda? |
| title_sort | how should arriva plc develop its corporate social responsibility agenda? |
| topic | Corporate social responsibility corporate social learning corporate moral development corporate social performance |
| url | https://eprints.nottingham.ac.uk/20627/ |