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Published by:
Asia Case Research Centre, The University of Hong Kong (2010)
22 pages
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Founded in 1965 by Jim Thompson, the Crown Worldwide Group (''Crown'') began as a small moving company in Japan, shifting its headquarters to Hong Kong in the mid-1970s. Within 30 years, Crown had became the world''s largest privately held relocation and logistics enterprise, a success that was attributed primarily to the founder''s insistence on high service quality and unwavering commitment to community development. With growing concern among customers about CSR, the company recognised that CSR must be integrated into its corporate strategy and day-to-day business operations to achieve sustainability for both the company and society. In 2008, Crown appointed its first CSR director, whose primary task was to develop and implement a standardised global CSR strategy that would support Crown''s environmental and community development initiatives. Various CSR integration steps were taken, such as developing global environmental standards, stimulating employee volunteerism, building CSR communication channels, developing a supplier management system and conducting CSR measurement. In line with the goals of the UN Global Compact-a leadership initiative that guided participants in practising responsible business-Crown would also publish sustainability reports yearly. Although employees were supportive of the company''s CSR efforts, the journey of becoming a well rounded corporate citizen is full of complexities and involves a wide range of stakeholders and multi-dimensional issues. Without a roadmap or framework, CSR integration efforts could be daunting, but inaction is no longer an option in light of increasing CSR expectations. What would be the key success factors for Crown''s CSR integration?


CSR integration; CSR assessment; CSR performance; CSR communication; Stakeholder management; Corporate citizenship; Core values; Environmental and social responsibility; Community development; UN Global Compact; Sustainability reporting

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