Visionary networks for Responsible Development

The paper argues that despite most scholars’ support social responsibility (CSR) and stakeholder rights are central to organizational strategy still, the companies’ socially responsible activities around the globe continue to fall short. In a globally integrated world this behavior produces a gradual weakening of social, ecological and economic systems. This weakness is particularly felt in the field of environmental sustainability where a more appropriate framework is one of Responsible Development. The authors argue that a broader, more integrated and systemic framework focused on “responsible development” networks may be a more effective and desired pathway in the field of environmental sustainability. The current CSR framework has yet to systemically integrate values, mission and vision into the inter-organizational relationships framework. The authors provide some relevant examples of organizational networks (non-profit, public and private) that have achieved responsible development using a network model in which their actions become catalytic. The authors additionally provide a set of benchmarked “responsible networks” that have enabled these actors to achieve a remarkable level of values congruence, purpose and mission convergence and shared vision coherence. The paper ends with recommendations for future research on the role of organizational values, mission, and visions in network effectiveness.