Table 3 Coding Frame
Node | Main Category | Subcategory | Definition | Coding Rules |
|---|---|---|---|---|
Existing interfaces & Interfaces that should be established | Operational | Joint actions | Example(s) for actions are given where OHM/ WHP and CSR are actively involved. | Punctual activities/ actions in contrast to a long-term strategy Excluding joint work on standards and certification |
Overlap of responsibilities a) in the same department b) for the same person | a) In the organisation chart (formal or informal), OHM/ WHP and CSR are attributed to the same department, but not the same person. b) One person is responsible for OHM/ WHP and CSR. | a) Explicit reference to one department responsible b) explicit reference to one single person responsible | ||
Extension of the health circle or CSR-board | At least one person of the other department is part of the health circle or CSR-board respectively. | Health circle or CSR-board are mentioned explicitly. | ||
Strategic | Standards and certification | CSR and OHM/ WHP both contribute to standards and certifications. | Standards and/ or certifications are mentioned explicitly. Contribution can be everything from a constant collaboration to punctual data interchange. | |
In general | Long-term corporate alignment of CSR and OHM/ WHP, with or without a written plan of action | Strategy is mentioned explicitly or paraphrased according to the definition. Strategy other than standards and certifications | ||
Cultural | Corporate philosophy | A company’s value system and overall attitude towards an interplay between OHM/ WHP and CSR that goes beyond the question of responsibility. | The corporate philosophy is mentioned explicitly or paraphrased according to the definition. No strategic alignment, e.g. no plan of action, but possibly a written value statement | |
Health as part of the leading principle ‘social responsibility‘ | OHM/ WHP are considered to be a component or integral part of a company’s “social responsibility”. In this context, social responsibility is addressed as a fundamental value and not primarily a strategy. | “Social responsibility” or “corporate responsibility” is mentioned explicitly as a motive for or root of OHM/ WHP. No strategic alignment Focus on social/ corporate responsibility and not a company’s overall philosophy | ||
Open concerns & Reasons for no existing/ planned interface | Operational | Lack of resources | Resources such as time, money or personnel are mentioned as concerns or reasons against an interplay. | Resources other than knowledge are listed. |
No appropriate internal structures and/ or knowledge in the company | Internal structures on the side of CSR and/ or OHM/ WHP are non-existent and/ or knowledge regarding at least one of the topics is missing. | Internal structures and/ or knowledge are mentioned explicitly. | ||
Location of OHM and CSR at different operational levels | The internal structures exist, but CSR and OHM/ WHP are operated and organised from different company levels. | Related to organisation chart/ company structure | ||
Strategic | Lack of overlapping stakeholders | The addressees of OHM/ WHP and CSR do not overlap. Therefore, also the management systems themselves cannot interplay. | Related to the persons/ groups affected by CSR and OHM/ WHP | |
OHM not primarily a company task | OHM, especially non-legally mandatory health promotion is not primarily a task for companies. In contrast, public institutions, state regulations and other macrosocial structures that transcend a single company’s sphere of influence are responsible for providing a framework. | Macrosocial structures (‘the big picture’) are mentioned explicitly. | ||
Cultural | No practical implementation of the corporate philosophy | Corporate philosophy, i.e. value system or statement emphasising the interplay exists in theory/ on paper. However, it differs from the values that are held up and lived in the company. | Discrepancy between two value systems/ philosophies, lived and written, is explained. |