Corporate Innovation Strategies

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Nacer Gasmi. Corporate Innovation Strategies

Table of Contents

List of Illustrations

List of Tables

Guide

Pages

Corporate Innovation Strategies. Corporate Social Responsibility and Shared Value Creation

Introduction

Introduction to Part 1

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

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

1.2. CSR as a lever for adapting corporate governance

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

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

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

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

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

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

2.4.2. Process of optimizing customer focus on societal attributes

2.4.3. Factors determining consumer eco-responsibility

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

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

3.2. Analysis of the ecosystem’s role in the process of implementing CSV strategies

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

4. Value of Impact Investment for Societal Innovations

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

4.2. Impact and ethical investment opportunities

5. Development Strategies of CSV-based Innovative Business Models

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

5.2. Foundations of business models

Introduction to Part 2

6. Analysis of Societal Strategies Based on Ethical Values and their Limitations with Respect to CSV. 6.1. Issues concerning ethical values

6.1.1. Values as an instrument for enhancing the company’s image

6.1.2. The company’s values as an attribute of differentiation

6.1.3. Strategy development through the practice of corporate values

6.1.3.1. Process of building the generic strategy of the company’s values

6.1.3.2. Strategy development process through the practice of the company’s values

6.1.4. Factors limiting the appropriation of the company’s values by customers in their practices

6.2. Comparative analysis of the values communicated by Decathlon and the values appropriated by customers. Box 6.1 Ethical values and the limits of their appropriation as an attribute of differentiation by customers

6.2.1. Ethical values as a substitute for CSR

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

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

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

6.2.5. Main limitations of the study

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

7.1. Environmental innovations, environmental externalities and competitive advantage

7.2. Different categories of environmental innovation and shared value creation

7.2.1. Environmental technological innovations and shared value creation

7.2.1.1. Additive environmental technological innovations

7.2.1.2. Integrated environmental technology innovations and shared value creation

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

7.2.3. Organizational environmental innovations and shared value creation

8. Analysis of Specific Environmental Innovation Strategies to Each Activity of the Decathlon Group. Box 8.1 The key role of synergistic innovation strategies in reducing negative environmental externalities generated by Decathlon’s activities

8.1. Analysis of the Decathlon Group’s environmental policy based on CSV

8.2. Analysis of the contributions of Decathlon Group’s environmental innovations

8.3. Environmental innovations related to product and production activities

8.3.1. Integrated technological innovations related to products and processes

8.3.2. Organizational environmental innovations

8.3.2.1. Organizational innovations related to site reconciliation and processes

8.3.2.2. Service-based organizational innovations

8.4. Environmental innovations related to site construction and operation

8.4.1. Organizational innovations related to energy optimization

8.4.2. Organizational innovations related to waste and water

8.5. Environmental innovations related to transport

8.5.1. Organizational innovations related to site reconciliation and packaging design

8.5.2. Organizational innovations related to modes of transportation

8.6. Main positive impacts resulting from the various environmental innovations

Introduction to Part 3

9. Foundations of Social Innovations for Consumers

9.1. Social innovations for low-income consumers

9.2. Social innovations for the well-being of the poor. 9.2.1. Characteristics of the BoP (Bottom of the Pyramid) social business model

9.2.2. Analysis of different forms of BoP social business innovations

9.2.3. Benefits and outlook of CSR-BoP

9.3. Social innovations for all consumers

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

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

10.1.1. Foundations of organizational ethics

10.1.2. Process for implementing management based on organizational ethics

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

10.3. Social innovation based on teleworking and employee engagement

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

Conclusion

References

Index. A, B

C

D, E

F, G

H, I

J, L

M, N

O, P

R

S, T

U, V, W

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Smart Innovation Set

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Societal attributes are based on the notion of trust (trust attributes), and the differentiation strategy that they can play raises questions about the asymmetry of information to which the customer may be exposed when making a purchase. Trust attributes have the peculiarity that they are practically never verified by the buyer before or after the purchase (Nelson 1970; Darby and Karni 1973). From this perspective, the social or environmental label, as a management tool linked to societal innovations, can reduce this asymmetry of information. A management tool corresponds to “any sign, technique or local and elementary know-how aimed at orienting or facilitating collective, individual and microsocial action” (de Vaujany 2006). A label, as a distinctive sign affixed to the product, makes it possible, in principle, to transform trust attributes into search attributes12 and to solve the problem of information asymmetry between the seller and the consumer (Caswell 1998). The societal label then plays four major roles in optimizing the process of appropriating these societal attributes of product differentiation. First, it communicates to the customer a mass of information on the social and/or environmental practices developed by the company and the nature of the attributes (tangible and/or intangible) of differentiation that they can produce. Second, it provides a guarantee of trust as a credible societal attribute for the customer. This trust, which is a determining factor in the decision to purchase societal products, is the consequence of a belief created on the basis of information communicated by the company through its labels, and not of objective verification by the buyer (Gasmi and Grolleau 2002). Third, it can reinforce the competitive advantage that these attributes can generate (Quairel 2013). Fourth, the label also aims to push customers towards choosing products with societal attributes so that they can make inferences about CSR as a way of differentiating these products in their purchasing act. The concept of “appropriation” is defined as “the process by which the subject reconstructs for himself patterns of use of an artefact in the course of an activity that is meaningful to him” (Rabardel 1995). The label certainly plays a decisive role in the act of purchasing, but appropriation also depends on the attitudes that the customer may have towards CSR practices and the label as a management tool in general. In order to facilitate this appropriation, the company must place it in a psycho-cognitive appropriation perspective. This perspective, described as “pragmatic” and “semiotic” by Lorino (2002), fits into theoretical frameworks that are increasingly oriented towards a socio-cognitive prism, by adopting a structuration’s stance, in which the label is no longer considered as a lever for the rationality of the actors (clients) (de Vaujany 2006; Aggeri and Labatut 2010; Grimand 2012). The label then takes the form of an artifact for the action of a client in a situation, who will interpret it by giving it a meaning according to an individually and socially constructed pattern of use (Martineau 2012). The psycho-cognitive approach, which conceives appropriation as a process of acquiring new knowledge about management tools (labels), assumes that clients must develop a logic for optimizing the allocation of their attention (Kessous et al. 2010), with respect to these tools and the information they convey.

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