Tamsin completed a PhD in corporate social responsibility in 2010. She currently works as a senior research assistant on circular economy research and coordinates the Learning & Teaching Sustainability website. Tamsin previously worked as an Associate Lecturer in the School of Marketing at UTS and project leader on several projects for ARIES. Prior to beginning her PhD, Tamsin worked in various marketing roles for Australian companies in the retailing and manufacturing sectors, before taking up a posting to China with Austrade in 1994. As Trade Commissioner in Shanghai, she was primarily responsible for undertaking feasibility research and market entry planning for Australian companies entering China. On completion of her posting in 1997, Tamsin co-established a market research firm, China Torque, in Beijing, conducting market entry and expansion research for multinationals, including Motorola, Kohler, Coca-Cola and Rockwell Automation. Her work included some of the first focus groups conducted in China. Also during this period, Tamsin wrote for The Economist Intelligence Unit’s China Hand and the Far Eastern Economic Review’s China Trade Report. Tamsin is fluent in Mandarin Chinese and German.
corporate sustainability, circular economy, sensemaking
Benn, S.H., Angus-Leppan, Edwards, M., Brown, P.J. & White, S. 2015, 'Changing Directions in Business Education: Knowledge Sharing for Sustainability', Building Sustainable Legacies, vol. 2015, no. 5, pp. 87-102.View/Download from: UTS OPUS or Publisher's site
Benn, S.H., Edwards, M. & Angus-Leppan, T. 2013, 'Organizational Learning And The Sustainability Community Of Practice: The Role Of Boundary Objects', Organization & Environment, vol. 26, no. 2, pp. 184-202.View/Download from: UTS OPUS or Publisher's site
This article aims to explore factors that influence organizational learning around sustainability. For our theoretical framework, we take a sensemaking approach to the multilevel 4I model of organizational learning. Through our pilot study of the case of the higher education sector in Australia, we explore the particular challenges that sustainability poses in terms of integrating new ideas at the group and organizational levels. Our findings suggest that the use of knowledge sharing and generation tools in the form of selected boundary objects can promote the development of communities of practice and hence those integration and institutionalization processes described by the 4I framework when it is applied to sustainability. In specifically allowing for knowledge development and transfer across knowledge and disciplinary boundaries, our revised version of the 4I model has wide relevance to learning around sustainability in any organizational context
Angus-Leppan, T., Benn, S.H. & Young, L.C. 2010, 'A sensemaking approach to trade-offs and synergies between human and ecological elements of corporate sustainability', Business Strategy and the Environment, vol. 19, no. 4, pp. 230-244.View/Download from: UTS OPUS or Publisher's site
This paper considers the complex relationships between the human and ecological elements of sustainability that exist in the minds of stakeholders and argues that a sensemaking approach allows these to be better understood and compared. This is supported by the results of a study, set in a financial institution, exploring the relationships between these non-financial elements of corporate sustainability. The viewpoints of middle management, branch and contact centre employees, executives, a community consultative council, suppliers and a community partner of a large Australian bank obtained in in-depth interviews are analysed and compared utilizing an innovative methodology of semantic analysis. We find that these stakeholders' perceptions of the humanecological relationship differ by group, containing different mixes of trade-offs and synergies between the non-financial elements of corporate sustainability
Angus-Leppan, T., Metcalf, L.A. & Benn, S.H. 2010, 'Leadership styles and CSR practice: An examination of sensemaking, institutional drivers and CSR leadership', Journal of Business Ethics, vol. 93, no. 2, pp. 189-213.View/Download from: UTS OPUS or Publisher's site
This paper examines the antecedents of felt trust, an under-explored area in the trust literature. We hypothesized that subordinates felt trust would relate positively with their leaders moral leadership behaviors and negatively with autocratic leadership behaviors and demographic differences between leaders and themselves. We also hypothesized the above relationships to be mediated by the leader-member value congruence. Results supported our hypotheses that value congruence mediated between autocratic leadership behaviors and demographic differences and subordinates felt trust, but not moral leadership behaviors, which had direct effects on subordinates perception of feeling trusted. Theoretical and practical implications are discussed.
Benn, S.H., Dunphy, D.C. & Angus-Leppan, T. 2011, 'Fuji Xerox Australia Eco Manufacturing Centre: A case study in strategic sustainability' in Benn, S., Dunphy, D. & Perrott, B. (eds), Cases in Corporate Sustainability & Change: A Multidisciplinary Approach, Tilde University Press, Prahhan, Vic, pp. 28-41.View/Download from: UTS OPUS
Today humankind faces two major crises. The first is the global financial crisis that began in 2008. The second is ecological and has been slowly building since the industrial revolution. The ecological crisis is now gaining momentum as we witness the meltdown of the world's glaciers and a range of related issues such as widespread weather volatility, desertification and food shortages. The two crises are intimately related. In the words of leading ecologist Tim Flannery: 'We have become the 'future eaters', living beyond the earth's ability to replace the resources we consume'. As a consequence, there is a need for up-to-date, relevant course materials-and particularly case studies-addressing the challenges ahead. Corporate sustainability is increasingly central to strategy in modern businesses. Learning about sustainability lends itself to the use of case studies because: (1) case studies demonstrate that sustainability is not some fantasy but a business imperative; (2) sustainability issues do not come in neat packages but cut across the traditional academic disciplines; and (3) case studies allow the relevance of theories to be tested. As the title of this book indicates, the primary emphasis is on corporate sustainability but an emphasis has also been placed on corporate change. Sustainability will not be achieved through technological fixes alo? corporate culture needs to change also.
Angus-Leppan, T. & Benn, S.H. 2007, 'Building a Framework for Implementing Total Responsibility Management', Proceedings of the 21st ANZAM 2007 Conference: Managing Our Intellectual and Social Capital, Australian and New Zealand Academy of Management Conference, ANZAM, Sydney, Australia, pp. 1-17.View/Download from: UTS OPUS
While numerous writers have argued in general terms about the principles of Corporate Social Responsibility (CSR) and sustainability management (e.g. Dunphy, Griffiths and Benn 2003, 2007) there has been little empirical exploration of these highly generalised prescriptions. We explore a framework for the management and implementation of CSR and sustainability developed by leading scholars Waddock and Bodwell (2007). Waddock and Bodwells (2007) Total Responsibility Management (TRM) model implies that TRM begins with inspiration, gains strength with integration and stays relevant with constant innovation. Using data from two corporations with strong performances according to CSR and sustainability assessment mechanisms such as the Dow Jones Sustainability Index, we aim to identify examples of the management practices and processes associated with inspiration, integration and innovation. We conclude that there is clear evidence that inspiration and integration systems of TRM are associated with the successful implementation of CSR and sustainability. Innovation may be another factor in the implementation of CSR but this may be more important in some industry sectors than others.
Angus-Leppan, T. & Owen, K.M. 2006, 'Towards a model of ethical purchasing', Sustainable Marketing Leadership: a synthesis of polymorphous axioms, strategies and tactics - Proceedings of the 35th EMAC Conference, European Marketing Academy Conference, EMA, Athens, Greece, pp. 1-8.View/Download from: UTS OPUS
Angus-Leppan, T. & Owen, K.M. 2005, 'A conceptual model of ethical purchasing', Broadening the Boundaries - ANZMAC 2005 Conference Proceedings, Australian and New Zealand Marketing Academy Conference, University of Western Australia, Fremantle, Australia, pp. 1-9.View/Download from: UTS OPUS
Angus-Leppan, T., Benn, S.H., Daniel, K. & Young, L.C. 2004, 'CSR: The Australian consumer's perspective', Conference Proceedings of the 2004 Australian and New Zealand Marketing Academy Conference: "Marketing Accountabilities and Responsibilities", Australian and New Zealand Marketing Academy Conference, ANZMAC, Wellington, New Zealand, pp. 1-8.View/Download from: UTS OPUS
Benn, S.H., Angus-Leppan, T., Daniel, K. & Young, L.C. 2004, 'Individualised reflexivity and corporate social responsibility: perspectives on the consumer', 18th Annual Conference of the Australian and New Zealand Academy of Management: "People First - Serving our Stakeholders", Australian and New Zealand Academy of Management Conference, ANZAM, Dunedin, New Zealand, pp. 1-15.View/Download from: UTS OPUS