SABAF: moving to a learning environment
Roome (+), Nigel Louche, Céline
Roome (+), Nigel
Louche, Céline
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Publication Type
Journal article
Editor
Supervisor
Publication Year
2011
Journal
Journal of Management Development
Book
Publication Volume
30
Publication Issue
10
Publication Begin page
1049
Publication End page
1066
Publication Number of pages
Collections
Abstract
Sabaf, a world‐leading manufacturer of components for domestic gas cooking appliances, went through a transformation process between 1993 and 2005 to develop a strategic approach to corporate responsibility that embedded social, environmental and governance issues into its organisation, its approach to business and its overall performance. This case describes the learning and change process within the company that set the ground for today's success. Design/methodology/approach. This teaching case builds on data gathered through sites visits, interviews and company materials. The case research protocol explored the notion that the company was learning how to interact, and respond to its changing context, while its responses were creating the ground for internal organisational change that in turn would impact the relationship between the company and its context.
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Keywords
Strategy