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

Philip Mirvis, Maria Elena Baltazar Herrera, Bradley Googins and Laura Albareda

Journal of Business Research, 2016, vol. 69, issue 11, 5014-5021

Abstract: This research explores how companies learn to engage in successful social innovation through the acquisition of tacit knowledge from external parties. The study draws from literature on knowledge transfer, corporate partnerships, and corporate social innovation (CSI) and extends the authors' previous research on corporate social responsibility (CSR) and sustainability-oriented innovation. Observations draw on a five-year longitudinal, multi-company, multinational study of over 70 firms. The research shows that much of the knowledge exchanged in CSI is tacit knowledge that companies develop from shared interactions and experiences. This article describes CSI relationship platforms along two dimensions: 1) distance of engagement from firm value chain, and 2) intensity of investments and interactions. This research relies on inductive methods and aims at pattern definition and theory building rather than theory testing. Specific examples explain CSI processes and provide guidance to managers. The findings have relevance to companies seeking to innovate in the CSR and “shared value” space, to social entrepreneurs, and to researchers interested in these topics.

Keywords: Corporate social innovation; Tacit knowledge; Knowledge transfer; Stakeholder engagement; Collaborative innovation; Co-creation; Emergence (search for similar items in EconPapers)
Date: 2016
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (54)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:69:y:2016:i:11:p:5014-5021

DOI: 10.1016/j.jbusres.2016.04.073

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