Getting to CORE

  • Ivan HilliardEmail author


Getting to coherent organizational responsibility (CORE) is a journey, which requires reengineering both organizational purpose and operational practice. This chapter outlines the principal ideas in the field of reengineering and uses them to outline the coherency journey. It looks at both the CSR organization and the coherently responsible organization at two different levels—abstract and system, showing what the five coherency pillars presented in Chapter  9 look like in each case. It explains how to begin the transformation from one to the other and outlines the different types of cognitive bias that prevent many firms from doing so.


Reengineering Abstract modeling Reverse engineering Forward engineering 


  1. Arnold, R. S. (1993). Software reengineering. Los Alamitos, CA: IEEE Computer Society Press.Google Scholar
  2. Banerjee, S. B. (2008). Corporate social responsibility: The good, the bad and the ugly. Critical Sociology, 34(1), 51–79.CrossRefGoogle Scholar
  3. Chikofsky, E. J., & Cross, J. H. (1990). Reverse engineering and design recovery: A taxonomy. IEEE Software, 7(1), 13–17.CrossRefGoogle Scholar
  4. Coca Cola. (n.d.). Mares Circulares, nuestro mayor plan de limpieza de costas y fondos marinos en España y Portugal. Coca-Cola ES. Retrieved January 3, 2019, from
  5. Collins, J. C., & Porras, J. I. (2005). Built to last: Successful habits of visionary companies. New York, NY: Random House.Google Scholar
  6. Cosentino, V., Cabot, J., Albert, P., Bauquel, P., & Perronnet, J. (2012). A model driven reverse engineering framework for extracting business rules out of a java application. International Workshop on Rules and Rule Markup Languages for the Semantic Web, pp. 17–31.Google Scholar
  7. Devinney, T. M. (2009). Is the socially responsible corporation a myth? The good, the bad, and the ugly of corporate social responsibility. The Academy of Management Perspectives (Formerly The Academy of Management Executive)(AMP), 23(2), 44–56.CrossRefGoogle Scholar
  8. Hammer, M., & Champy, J. (1993). Business process reengineering (p. 444). London, UK: Nicholas Brealey.Google Scholar
  9. IHS Market. (2016). Global advertising revenue to hit $532 Billion in 2016 as TV’s reign nears its end, IHS markit says. IHS markit online newsroom. Retrieved February 15, 2019, from
  10. Jones, T. M. (1991). Ethical decision making by individuals in organizations: An issue-contingent model. Academy of Management Review, 16(2), 366–395.CrossRefGoogle Scholar
  11. Mazutis, D., & Eckardt, A. (2017). Sleepwalking into catastrophe: Cognitive biases and corporate climate change inertia. California Management Review, 59(3), 74–108.CrossRefGoogle Scholar
  12. Meier, S., & Cassar, L. (2018). Stop talking about how CSR helps your bottom line. Harvard Business Review.Google Scholar
  13. Moorhead, J., & Nixon, T. (2016, June). Global 500 Greenhouse Gas Performance: 2010–2015. Thomson Reuters.Google Scholar
  14. Oxfam International. (n.d.). 5 shocking facts about extreme global inequality and how to even it up. Oxfam International. Retrieved January 3, 2019, from
  15. Rekoff, M. G. (1985). On reverse engineering. IEEE Transactions on Systems, Man, and Cybernetics, 2, 244–252.CrossRefGoogle Scholar
  16. Ruiz, M., España, S., & González, A. (2012). Model-driven organisational reengineering A framework to support organisational improvement. Informatica (CLEI), 2012 XXXVIII Conferencia Latinoamericana En, pp. 1–9.Google Scholar
  17. Samuelson, P., & Scotchmer, S. (2001). The law and economics of reverse engineering. Yale LJ, 111, 1575.CrossRefGoogle Scholar
  18. Tilston, N. (2004). CSR doesn’t matter–business profits do. London, UK: Ashridge Business School MBA Essay Award.Google Scholar
  19. Translate Media. (2016). The technology behind fortune global 500 companies. Retrieved February 15, 2019, from
  20. UNPCC. (2018). Global warming of 1.5 °C—. Retrieved January 23, 2019, from
  21. Visser, W. (2011). The age of responsibility: CSR 2.0 and the new DNA of business. London, UK: Wiley.Google Scholar

References for Case Study

  1. Ali Manik, J., & Yardley, J. (2013). Building collapse in Bangladesh leaves scores dead. Retrieved from
  2. Clean Clothes Campaign. (2016). Alliance for Bangladesh worker safety overstates progress while workers’ lives remain at risk. Clean Clothes Campaign. Retrieved February 27, 2019, from
  3. GAP. (2017). Global sustainability report 2017. Retrieved from
  4. Global Labor Justice. (n.d.). GAP gender based violence in garment supply chains. Retrieved February 20, 2019, from
  5. Phelan, H. (2013). Wal-Mart, gap fail to sign Bangladesh safety agreement—Fashionista. Fashionista. Retrieved from
  6. Ruben, Z. (2017). Four Years after Rana Plaza, new research brief spotlights lagging progress on workplace safety. NYU Stern Center for Business and Human Rights. Retrieved from
  7. Salminen, J. (2018). The accord on fire and building safety in Bangladesh: A new paradigm for limiting buyers’ liability in global supply chains? The American Journal of Comparative Law, 66(2), 411–451.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

  1. 1.School of Social SciencesUniversidad Europea de MadridMadridSpain

Personalised recommendations