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 literature on CSR focuses on two opposing visions that have different consequences.

      The integration of CSR thus assumes, as Coriat and Weinstein (1995) point out, a theorization of the firm under its dual organizational and institutional dimension, where profit maximization is no longer the sole or obligatory hypothesis. Therefore, there would be a set of organizational competencies built within a particular institution, where rules are partly imposed by stakeholders with divergent interests (Dupuis 2008). Post et al. (2002) identify three categories of stakeholders, distinguished by their strategic dimensions, which can play the role of regulatory mechanisms to encourage companies to develop societal strategies based on CSV. The first category is associated with the “basic resources” dimension that includes shareholders, employees and customers. The second category belongs to the “market” sphere that consists of commercial and competitive partners. The third category belongs to the “socio-political” sphere embodied by the regulatory authorities (hard power) and soft power players, also called “institutional stakeholders”. By integrating the expectations of these stakeholders, CSR plays a role in a new approach that consists of adapting the company’s governance systems to the realities of new organizational forms. This adaptation implies that the company must respond to the interests of all its internal and external stakeholders in order for its strategy to be viable. To this end, the justification for CSR proposed by stakeholder theory (SHT) gives the firm a role of societal regulation that organizes the interactions between various stakeholders. This theory essentially aims to better understand the company’s environment, rather than to help the manager to manipulate it (Mercier and Gond 2005). The SHT approach is based on a representation of the company that is totally embedded in society, its laws, values and culture (Capron and Quairel-Lanoizelée 2007).

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

      Potential damage may arise from the pressures that socio-political and/or market stakeholders may exert on the company, if its activities produce negative social and/or environmental externalities, or if it is unaware of their existence.