Corporate Innovation Strategies. Nacer Gasmi
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Название: Corporate Innovation Strategies

Автор: Nacer Gasmi

Издательство: John Wiley & Sons Limited

Жанр: Экономика

Серия:

isbn: 9781119804161

isbn:

СКАЧАТЬ (e.g. processed food products that lead to obesity), and a positive social externality may be associated with the manufacture of products that improve the health of customers (e.g. organically produced food products). Negative environmental effects can, for example, correspond to practices that generate greenhouse gas (GHG) emissions and therefore pollution, non-recycled waste, etc., while a positive environmental externality corresponds to practices that reduce these negative effects.

      While environmental and social practices are becoming a major strategic issue for companies of all sizes (Berger-Douce 2007), many companies do not appreciate the opportunities and benefits of integrating social practices (Porter and Kramer 2010). A few companies are working to secure their value chain, processes and infrastructure, but most continue to operate in ignorance of the societal risks they may face. The importance of CSR practices in companies, and in society in general, is becoming increasingly strong (Lépineux et al. 2010), and the formalization of this responsibility is crucial for the company (Gasmi 2014). Not all companies have the same attitude towards CSR practices. Referring to the models proposed by Godet (1991) and Louppe and Rocaboy (1994), four types of strategies can be identified by characterizing social and environmental practices in the firm: 1) a strategy of inactivity or lack of interest in societal issues; 2) a strategy of reactivity to momentarily integrate this issue, in order to preserve the firm’s institutional image and propose ad hoc solutions; 3) a pre-emptive strategy to anticipate changes and prepare to react to them (comply with legal obligations, moral demands, etc.); 4) a proactive strategy with an inclusive attitude towards CSR issues, which are considered structural strategic priorities. While companies that integrate their societal strategy in a proactive and CSV-based approach are organizations that exploit the business opportunities offered by this type of strategy as far as possible, many of them do not really take advantage of these opportunities.

      Generally speaking, CSR promoters have used four arguments to defend their cause: moral obligation (asserting their duty to be corporate citizens), sustainability, reputation (image) and “legitimacy to operate” (Porter and Kramer 2010).

      This book focuses on social and environmental strategies based on CSV and is divided into three parts. The first part presents the theoretical development, which analyzes the challenges of CSR strategies based on CSV. The second part includes two case studies that analyze the different forms of environmental innovation strategies based successively on the concept of “ethical values” and CSV, developed by the Decathlon Group. The third part analyzes the different social innovation strategies capable of inducing CSV.

PART I Analysis of Factors Incentivizing Companies to Develop CSV-based Strategies for Societal Innovations

      Introduction to Part 1

      This theoretical section deals successively with the analysis of the foundations of societal strategies based on the creation of shared value (CSV), the role that these strategies play in correcting and/or anticipating potential damage to the company, social and environmental innovations, as well as in analyzing ecosystems capable of facilitating the implementation of this type of strategy, the key steps in calculating the value of the impact investment and, finally, the development of innovative business models based on CSV.

      1

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

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