John Wiley & Sons Corporate Innovation Strategies Cover Corporate social responsibility (CSR) is simply the maximization of a company?s value over time, und.. Product #: 978-1-78630-654-8 Regular price: $142.06 $142.06 In Stock

Corporate Innovation Strategies

Corporate Social Responsibility and Shared Value Creation

Gasmi, Nacer

Cover

1. Edition February 2021
224 Pages, Hardcover
Wiley & Sons Ltd

ISBN: 978-1-78630-654-8
John Wiley & Sons

Buy now

Price: 152,00 €

Price incl. VAT, excl. Shipping

Further versions

epubmobipdf

Corporate social responsibility (CSR) is simply the maximization of a company?s value over time, undertaken because, in the long run, social and environmental problems ultimately become financial problems. The justification for CSR is therefore associated with representing the nature and role of the company, as well as its purpose. Companies therefore regard CSR as a strategic investment that is part of a proactive, resilient, inclusive approach, based on the creation of shared value. This approach is capable of reducing negative societal impacts of their activities, or inducing positive impacts if they sustain a hybrid culture, all the while improving their competitive advantage. This book presents a theoretical development that analyzes the challenges of CSR strategies based on the creation of shared value. Two case studies are presented, analyzing the different forms of social innovation strategies capable of inducing this shared value creation.

Introduction ix

Part 1 Analysis of Factors Incentivizing Companies to Develop CSV-based Strategies for Societal Innovations 1

Introduction to Part 1 3

Chapter 1 Foundations of the Societal Strategy Based on Creating Shared Value (CSV) 5

1.1 The issues at stake in the liberal and contractual conceptions of CSR 5

1.2 CSR as a lever for adapting corporate governance 6

Chapter 2 CSR as a Lever Which Corrects and/or Anticipates Potential Damage to the Company 9

2.1 CSR as a lever to avoid pressures from socio-political stakeholders 9

2.2 CSR as a lever for alleviating or anticipating regulatory pressures 10

2.3 CSR as a lever to avoid or mitigate the pressures exerted by soft power 12

2.4 CSR as a lever for securing a competitive advantage, reducing negative societal externalities or producing positive externalities 14

2.4.1 Labels, a tool for managing the appropriation of CSR as differentiating attributes 18

2.4.2 Process of optimizing customer focus on societal attributes 20

2.4.3 Factors determining consumer eco-responsibility 22

Chapter 3 Innovation and Ecosystem as Key to the Success of CSV-based Societal Strategies 27

3.1 Innovation as a fundamental lever for developing CSV-based strategies 27

3.2 Analysis of the ecosystem's role in the process of implementing CSV strategies 33

3.3 Assessing the impact of an innovation on each stakeholder in the ecosystem 47

Chapter 4 Value of Impact Investment for Societal Innovations 51

4.1 Key steps in calculating the value of the impact investment 52

4.2 Impact and ethical investment opportunities 55

Chapter 5 Development Strategies of CSV-based Innovative Business Models 57

5.1 Traditional tools of competitive analysis in CSV-based CSR practices 58

5.2 Foundations of business models 61

Part 2 Analysis of the Different Environmental Innovation Strategies Developed by One Company and their Impact in Terms of CSV 65

Introduction to Part 2 67

Chapter 6 Analysis of Societal Strategies Based on Ethical Values and their Limitations with Respect to CSV 73

6.1 Issues concerning ethical values 73

6.1.1 Values as an instrument for enhancing the company's image 74

6.1.2 The company's values as an attribute of differentiation 75

6.1.3 Strategy development through the practice of corporate values 76

6.1.4 Factors limiting the appropriation of the company's values by customers in their practices 79

6.2 Comparative analysis of the values communicated by Decathlon and the values appropriated by customers 82

6.2.1 Ethical values as a substitute for CSR 83

6.2.2 Awareness index of the values displayed by Decathlon among the customers surveyed 84

6.2.3 Discrepancies between the values displayed by Decathlon and those quoted by customers 87

6.2.4 Main factors preventing customers from adopting the values formalized by the company 89

6.2.5 Main limitations of the study 90

Chapter 7 Analysis of CSV-based Environmental Innovation Strategies Developed by a Company and their Impact 93

7.1 Environmental innovations, environmental externalities and competitive advantage 93

7.2 Different categories of environmental innovation and shared value creation 95

7.2.1 Environmental technological innovations and shared value creation 96

7.2.2 Integrated technological innovations which are not purely environmental and shared value creation 99

7.2.3 Organizational environmental innovations and shared value creation 104

Chapter 8 Analysis of Specific Environmental Innovation Strategies to Each Activity of the Decathlon Group 107

8.1 Analysis of the Decathlon Group's environmental policy based on CSV 109

8.2 Analysis of the contributions of Decathlon Group's environmental innovations 112

8.3 Environmental innovations related to product and production activities 115

8.3.1 Integrated technological innovations related to products and processes 115

8.3.2 Organizational environmental innovations 118

8.4 Environmental innovations related to site construction and operation 122

8.4.1 Organizational innovations related to energy optimization 123

8.4.2 Organizational innovations related to waste and water 124

8.5 Environmental innovations related to transport 125

8.5.1 Organizational innovations related to site reconciliation and packaging design 126

8.5.2 Organizational innovations related to modes of transportation 127

8.6 Main positive impacts resulting from the various environmental innovations 128

Part 3 Analysis of Social Innovation Strategies Based on CSV and their Impact on the Company and Society 131

Introduction to Part 3 133

Chapter 9 Foundations of Social Innovations for Consumers 135

9.1 Social innovations for low-income consumers 135

9.2 Social innovations for the well-being of the poor 139

9.2.1 Characteristics of the BoP (Bottom of the Pyramid) social business model 139

9.2.2 Analysis of different forms of BoP social business innovations 142

9.2.3 Benefits and outlook of CSR-BoP 144

9.3 Social innovations for all consumers 145

Chapter 10 Analysis of Various Managerial Innovations Likely to Motivate Employees to Engage in their Work 147

10.1 Social innovation based on organizational ethics and its impact on employee engagement 149

10.1.1 Foundations of organizational ethics 150

10.1.2 Process for implementing management based on organizational ethics 151

10.2 Managerial innovation based on the higher purpose of employee involvement and commitment 154

10.3 Social innovation based on teleworking and employee engagement 157

10.4 Managerial innovation based on the role of feedback and respect in the employee motivation process 158

Conclusion 161

References 167

Index 185
Nacer Gasmi is a Doctor of Management Science and Maitre de conferences at the University Bourgogne Franche-Comte, France. His work at CREGO (Center for research in organizational management) and at the Institute of Business Administration focuses on organizational strategy and management.