LA GESTION DU CHANGEMENT RSE PAR LA MÉTHODOLOGIE ISO 26000. CAS D’UNE ENTREPRISE DE L’INDUSTRIE ÉVÉNEMENTIELLE

Abstract

Our article analyses Corporate Social Responsibility (CSR) change management using the ISO 26000
methodology. Based on the models of Huber (1991) and DiBella et al. (1996), we characterize the
CSR change process in four linear learning phases, which are respectively integrative, assimilative,
cognitive and normative. Our model is then tested and completed with a case study on intervention
research (David, 2000) in a French company in the events industry. The primary and secondary data
collected by observation and document analysis are discussed using a coding table. The table jointly
describes the various stages of the ISO 26000 methodology and the four phases of learning of our
model. In addition to identifying the procedures specific to each of the phases, the analysis reveals
that this tool is based on an iterative learning dynamic. Our exploratory research confirms the work
of Hahn (2013) on the partial effectiveness of the ISO 26000 methodology in the management of
CSR change. It also brings an additional perspective to the work of Antal Berthoin and Sobczak
(2014) by developing a prescriptive conception of CSR change. Finally, our study highlights a new
inherent limit to the methods of change management based on problem solving. It concludes with
the identification of new methodological and managerial tracks.