Integrating strategic CSR and open innovation. Towards a conceptual framework

2018 ◽  
Vol 14 (4) ◽  
pp. 950-966 ◽  
Author(s):  
Maria Teresa Roszkowska-Menkes
Keyword(s):  
Value Creation ◽  
Open Innovation ◽  
Social Innovation ◽  
Shared Value ◽  
Open Approach ◽  
Content Type ◽  
Strategic Csr ◽  
Corporate Social Innovation ◽  
Corporate Social ◽  
Inside Out

Purpose This conceptual paper aims to investigate the link between open innovation (OI) processes (outside-in, inside-out and coupled) and strategic corporate social responsibility (CSR) focusing on shared value creation. In doing so, it aims at progressing the theory of OI and CSR. Design/methodology/approach The paper is of theoretical character. It adopts the contribution proposed by CSR (strategic CSR and corporate social innovation) and OI literature and is organized around two research questions: What is the link between strategic CSR and OI processes (outside-in, inside-out and coupled)? How do companies can capture value from their open corporate social innovation processes? Stakeholder theory has been chosen as a theoretical framework for the study. Findings The paper identifies four themes describing the relationship between strategic CSR and OI: employee engagement, external stakeholder engagement, CSR-driven selective revealing and open approach to corporate social innovation. The analysis of the themes led to the formulation of four propositions serving as building blocks for a conceptual model of open shared value creation process. The model explains bidirectional relationship between strategic CSR and OI processes and presents the mechanisms, in which firm by implementing OI practices to its CSR strategy captures the proportion of value from a value created for its stakeholders. Originality/value This is one of the first, if not the first, papers discussing the link between CSR and three OI processes.

Insights from corporate social innovation: a research agenda

2020 ◽  
Vol 16 (3) ◽  
pp. 317-338 ◽  
Author(s):  
Sabrina Tabares
Keyword(s):  
Systematic Review ◽  
Research Agenda ◽  
Social Innovation ◽  
Grey Literature ◽  
Research Field ◽  
The Body ◽  
Content Type ◽  
Definition Of ◽  
Corporate Social Innovation ◽  
Corporate Social

Purpose The purpose of this study is to analyse the contributions, major discussions and trends in the literature driving the research agenda in corporate social innovation (CSI). This is done through a systematic review on CSI publications in an open time span. Salient themes and emerging research topics in this literature, as well as research questions and limitations, are identified, culminating in a discussion of what is next for CSI research. Design/methodology/approach A systematic review was undertaken from academic and grey literature. Results were analysed following a bibliometric and interpretative content analysis. Findings The study provides novel insights on CSI research by drawing attention to discussions around the consensus on a definition of CSI, its disciplinary origins and the denominations referring to this field. Although CSI struggles to gain independence as a research field, the evidence shows that CSI is a cross-disciplinary concept nourished by multiple disciplines. Research limitations/implications Analysis in this paper has implications for research by highlighting the state of scholarship on CSI. Given the use of multiple denominations of CSI, several studies using low diffused denominations could be discarded. Originality/value This research contributes to the body of knowledge in the field of CSI by bringing clarity to former discussions and by suggesting how the field can move forward to a more advanced and mature state in research.

Corporate social innovation: an Indian moving company drives industry change

2017 ◽  
Vol 38 (6) ◽  
pp. 59-68 ◽  
Author(s):  
Tulsi Jayakumar
Keyword(s):  
Competitive Advantage ◽  
Environmental Sustainability ◽  
Social Innovation ◽  
Emerging Economy ◽  
Shared Value ◽  
Logistics Industry ◽  
Content Type ◽  
Innovation Activities ◽  
Corporate Social

Purpose This paper aims to understand how emerging economy firms can use the growing emphasis on corporate social responsibility (CSR) and sustainability as an opportunity to drive corporate social innovations (CSIs) so as to create shared value and gain competitive advantage. Design/methodology/approach The paper applies a case study design. Building on in-depth interviews with company officials, document analysis and secondary sources, the paper presents a model of CSIs. Findings The case study presents evidence of how Agarwal Packers and Movers Limited – an Indian family managed business firm operating in the fragmented, unorganized and highly competitive household relocation segment of the Indian logistics industry – used socio-environmental sustainability challenges to drive CSIs. These innovations helped it to differentiate itself from competitors and gain competitive advantage, while creating shared value simultaneously. Practical implications Indian firms have been lagging behind on both sustainability/CSR and innovations. Driven by domestic regulatory requirements, as also the need to compete in a globalizing economy, emerging economy firms may strategize to integrate their sustainability agenda with innovations to influence both organizational and societal outcomes. Originality/value Firm innovations, even in advanced countries, have been driven by market triggers, with ideas internal to the firm. The paper contributes to the limited research on innovations in emerging economy firms and shows how they may “leapfrog” their growth pathways by systematically integrating their sustainability agenda with innovation activities.

Corporate social responsibility as shared value creation: toward a communicative approach

2017 ◽  
Vol 22 (2) ◽  
pp. 239-256 ◽  
Author(s):  
Christiane Marie Høvring
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Creation ◽  
Constitutive Models ◽  
Shared Value ◽  
Content Type ◽  
Interaction Processes ◽  
Alternative Approach ◽  
Communicative Approach ◽  
Corporate Social

Purpose The debate on corporate social responsibility (CSR) as shared value creation is trapped between management scholars and business ethics scholars, focusing merely on the distribution of values from an outcome-oriented perspective. The result is a juxtaposition of shared value from either a corporate or a societal perspective, providing only little attention to the actual communication processes supporting the creation of shared value. The purpose of this paper is to re-conceptualize shared value creation from a communicative approach as an alternative to the current situation caught between the management and societal perspectives. Design/methodology/approach Building upon recent constitutive models of CSR communication, this conceptual paper explores the potentials and implications of re-conceptualizing shared value creation as an alternative approach that recognizes the tensional interaction processes related to shared value creation. Findings The paper suggests a new conceptualization of shared value creation, which is sensitive to and able to advance the understanding of the tensional and conflictual interaction processes in which the continuous negotiation of corporate and stakeholder interests, values and agendas may facilitate a new understanding of shared value creation. Practical implications In order to succeed with the shared purpose of creating shared value (CSV), the company and the multiple stakeholders should neither disregard nor idealize the interaction processes related to shared value creation; rather, they should acknowledge that processes filled with tensions and conflicts are prerequisites for CSV. Originality/value A re-conceptualization of shared value creation that provides an alternative approach that is sensitive toward the tensions and conflicts occurring between corporate voice and multiple stakeholder voices.

Strategic CSR practices, strategic orientation and business value creation among multinational subsidiaries in Ghana

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alex Anlesinya ◽  
James B. Abugre
Keyword(s):  
Value Creation ◽  
Business Value ◽  
Strategic Orientation ◽  
Hierarchical Regression ◽  
Host Countries ◽  
Dual Roles ◽  
Content Type ◽  
Economic Process ◽  
Strategic Csr ◽  
Corporate Social

Purpose This study aims to examine the direct influence of strategic corporate social responsibility (CSR) practices on business value creation while accounting for the moderating and mediating roles of strategic orientation. Design/methodology/approach It used data from 118 CSR-intensive multinational subsidiaries operating in five major different industries in Ghana and applied hierarchical regression and bootstrapping via Hayes’ PROCESS Macro for the analyses. Findings The results showed that strategic CSR practices comprising of strategic CSR planning, strategic CSR implementation and strategic CSR positioning contribute positively and significantly to business value creation of multinational subsidiaries. Moreover, it found that strategic orientation has directly predicted business value creation significantly and further mediated the nexus between business value creation and the three strategic CSR practices. However, it did not moderate the influence of strategic CSR practices on business value creation. Originality/value The study validates and adds to the knowledge on strategic CSR and business value creation theory by demonstrating that strategic CSR practices of multinational corporation (MNCs) are parallel to their subsidiaries’ commitment to shared growth in host countries. Similarly, it provides a better understanding of the dual roles of MNCs’ strategic orientation on strategic CSR practices and business value creation, thereby offering valuable information about the underlying economic process and context that can affect the strategic business value of firms’ strategic CSR practices.

scholarly journals Digital technologies, sustainable open innovation and shared value creation: evidence from an Italian agritech business

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Riccardo Rialti ◽  
Anna Marrucci ◽  
Lamberto Zollo ◽  
Cristiano Ciappei
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Value Creation ◽  
Open Innovation ◽  
New Technologies ◽  
Shared Value ◽  
Structured Interviews ◽  
Content Type ◽  
Depth Analysis ◽  
Management Capabilities

Purpose The aim of this research was to explore the mechanisms underpinning open innovation (OI) success and its sustainability in agrifood businesses. First, the authors explored the importance of 4.0 technologies in data collection from crowds, subsequently examining how new technologies might drive forward the development of collaborative strategies with suppliers. Reductions in resource wasting were observed. The role of 4.0 technologies in increasing supply chain sustainability overall was the main focus of the study.Design/methodology/approach This research builds on a single inductive case study method. The authors performed an in-depth analysis of data from an Italian agritech distributor. Data – aside from multiple semi-structured interviews – were collected via several different sources. The results have been summarized in an integrated holistic conceptual framework.Findings The findings show that 4.0 technologies allow for swift information exchanges between consumers, the agritech business and suppliers. As a result, consumers might demand new products and, consequently, the agritech business can arrange new offerings with suppliers, completing the OI and shared value creation circle. Likewise, the possibility of adopting a just-in-time approach of sorts may reduce the wasting of resources. The absorptive capacities and knowledge management capabilities of the agritech business play a fundamental role in OI performance, sustainability and success.Originality/value This research seminally explores how 4.0 technologies and knowledge management techniques can enable OI in agrifood businesses. Additionally, the ways in which OI may foster the development of sustainability-orientated supply chain strategies have been conceptualized.

Understanding how social responsibility drives social innovation: characteristics of radically innovative projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Duygu Turker ◽  
Y. Serkan Ozmen
Keyword(s):  
Social Responsibility ◽  
Social Innovation ◽  
Socially Responsible ◽  
Content Type ◽  
Radical Innovations ◽  
Award Winning ◽  
Innovation Characteristics ◽  
Sustainability Challenges ◽  
Corporate Social ◽  
The Impact

PurposeThis study aims to analyze how corporate social responsibility (CSR) initiatives address sustainability challenges by focusing on the congruence between process and outcome variables of CSR.Design/methodology/approachFollowing a theory-driven model, a content analysis was conducted on 63 award-winning social responsibility projects.FindingsThe study reveals that the adoption of a proactive approach during environmental assessment, which manifests itself in a focus on emerging sustainability challenges with a deeper interest, affects the centrality of social responsibility initiative by increasing its learning and partnership potential and leads organizations to produce radical innovations.Practical implicationsThe findings provide a valuable understanding for practitioners on organizing the decision making process of CSR initiatives in order to unlock its learning potentials.Social implicationsRadically innovative projects with their higher levels of proactivity, centrality and generalizability are better than incremental ones at transferring and integrating company resources and capabilities to address emergent sustainability challenges.Originality/valueThe impact of CSR on society and nature has been a neglected area of literature. To reduce this gap, this study analyzes how the configuration of process variables shapes the outcomes of socially responsible initiatives on sustainability. It also provides a new typology on the relevance of CSR initiatives to company mission/model that can show how CSR can unlock organizational learning and innovation potentials.

scholarly journals The Moderating Effect of Social Innovation in Perspectives of Shared Value Creation in the Educational Sector of Ghana

2018 ◽  
Vol 10 (11) ◽  
pp. 4216 ◽  
Author(s):  
Wenyuan Li ◽  
Mohammed Abubakari Sadick ◽  
Abdul-Aziz Ibn Musah ◽  
Salisu Mustapha
Keyword(s):  
Value Creation ◽  
Social Innovation ◽  
Economic Value ◽  
Social Value ◽  
Survey Study ◽  
Shared Value ◽  
Study Results ◽  
Social Value Creation ◽  
The Creation ◽  
Moderating Role

This paper presents a survey study of how social innovation moderates social and economic value from the perspective of shared value creation. Specifically, the study addresses the following questions: Does economic value lead to social value creation in shared value creation? Does social innovation moderate social and economic value in the creation of shared value? The questions are addressed through an empirical investigation of 250 social enterprise organizations that apply social objectives and a market-based approach to attain social and economic goals in Ghana. The study used SmartPLS software version 3.0 to evaluate the data collected. The results indicated that economic value influences the creation of social value in shared value creation. Study results also revealed that social innovation is a driver of shared value creation via social value in the educational sector of Ghana. However, social innovation could not play a moderating role in economic value to shared value creation.

Corporate social innovation: How firms learn to innovate for the greater good

2016 ◽  
Vol 69 (11) ◽  
pp. 5014-5021 ◽  
Author(s):  
Philip Mirvis ◽  
Maria Elena Baltazar Herrera ◽  
Bradley Googins ◽  
Laura Albareda
Keyword(s):  
Social Innovation ◽  
Greater Good ◽  
Corporate Social Innovation ◽  
Corporate Social

scholarly journals Can Corporate Social Strategy Create Shared Value Toward Creative Business? “Volvo Social Strategy Model”

ECONOMICS ◽  
2019 ◽  
Vol 7 (2) ◽  
pp. 109-124
Author(s):  
Ishak Kherchi ◽  
Fellague Mohamed ◽  
Haddou Samira Ahlem
Keyword(s):  
Value Creation ◽  
Single Case ◽  
Shared Value ◽  
Single Case Study ◽  
Social Strategies ◽  
Social Strategy ◽  
Creating Shared Value ◽  
Corporate Social ◽  
Practical Implications

Abstract Purpose: This paper aims to provide corporate social strategies as an entrance to create shared value, in addition to that we aims to provide a theoretical and practical contributions that ground understanding the concept of creating shared value. Design/methodology/approach: The authors analyze a single case study of Volvo corporation. The objective is to evaluate whether the corporate social strategies can yields to a shared value creation. Findings: We found that corporate social strategies followed by Volvo Corporation yields to a shared value creation. Research limitations/implications: This single case study provides an entrance to create shared value; however, more research is needed to find other entrances. Practical implications: The paper has practical implications that relate to the design of shared value model. We provide practical well known strategies that could be apply by corporations to reach shared value creation. Originality/value: A unique view of corporate social strategy and creating shared value concept.

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