Social business and base of the pyramid : levers of strategic renewal / Bénédicte Faivre-Tavignot.

Format:

Book

Author/Creator:

Faivre-Tavignot, Bénédicte, author.

Series:

Innovation, entrepreneurship and management series.

Innovation, Entrepreneurship and Management Series

Language:

English

Subjects (All):

Social responsibility of business.

International business enterprises.

Physical Description:

1 online resource (383 p.)

Edition:

1st ed.

Place of Publication:

London, England ; Hoboken, New Jersey : iSTE : Wiley, 2016.

Summary:

This book analyzes how social business and base of the pyramid approaches allow companies to reinvent themselves, or in other words how they are the levers for strategic renewal. It highlights the constraints and possible difficulties encountered in the process of corporate renewal, drawing on individual and collective restraints to outline the key themes for a company's successful transition. The author uses the case of Danone to explain how such a process of strategic renewal can take time and calls for a shared vision not only among the directors but between all the players, with a strong emphasis on long-term commitment. Throughout this book, the author offers guidance to help others complete this process with success, encouraging the reader to seize opportunities for change.

Contents:

Cover

Title Page

Copyright

Contents

Foreword

Preface

Introduction

PART 1: Review of Publications

Chapter 1: From CSR to Business Models of Access to Goods and Services for All

1.1. Corporate social responsibility (CSR)

1.1.1. Origins and definitions

1.1.2. The question "why?": why should businesses adopt socially responsible behavior?

1.1.2.1. The business ethics trend

1.1.2.2. The business and society trend

1.1.2.2.1. Stakeholder theory

1.1.2.2.2. Neo-institutional theory

1.1.2.3. The strategic/opportunist approach: the so-called business case

1.1.2.3.1. Universal business case

1.1.2.3.2. Contingent business case

1.1.2.3.3. Business case and intangible assets

1.1.2.3.3.1. Stakeholder dialog

1.1.2.3.3.2. Learning

1.1.2.3.3.3. Innovation

1.1.2.3.3.4. Human capital

1.1.2.3.3.5. Reputation

1.1.2.3.3.6. Culture

1.1.2.4. What is in the purpose of business?

1.1.3. The question of "how?": how can businesses implement socially responsible behavior?

1.1.3.1. Analysis of trigger factors

1.1.3.2. Process analysis

1.1.3.2.1. From a defensive attitude to one of proactive commitment: description of the major stages

1.1.3.2.2. From a defensive attitude to proactive commitment: the levers implemented

1.1.4. Are we heading toward CSR 2.0?

1.2. Social models providing access for all - BOP/social business

1.2.1. Introduction to poverty and market approaches

1.2.2. The set of BOP themes

1.2.2.1. The opportunities and threats of BOP

1.2.2.2. Criticisms of the BOP approach

1.2.2.3. Toward new BOP ideas: BOP 2.0

1.2.2.4. BOP and first mover advantage

1.2.2.5. BOP: the learning and innovation laboratory

1.2.2.5.1. Learning and innovation at the heart of BOP populations

1.2.2.5.1.1. Learning and new ways of thinking.

1.2.2.5.1.2. Product innovation/packaging/processes

1.2.2.5.1.3. Innovative business models or breakthrough innovations

1.2.2.5.2. Levers and key success factors for learning and innovation

1.2.2.5.2.1. Immersion in and increased listening to needs

1.2.2.5.2.2. New partnerships

1.2.2.5.2.3. Confrontation with extreme constraints

1.2.2.5.2.4. Implementation of specific organization and internal adaptedmanagement methods

1.2.2.6. BOP: Toward an essential return to business reactions

1.2.2.7. BOP: a lever for reverse innovation

1.2.2.8. BOP: Is it a Global Transformational Business Lever?

1.2.3. The set of themes within social business

1.2.4. Conclusion of the review of publications on CSR/BOP/social business

Chapter 2: Strategic Renewal

2.1. Definitions and issues

2.1.1. Incremental change vs. radical change

2.1.2. Intentional change vs. unintentional change

2.1.3. Cognition vs. action

2.2. Barriers to strategic renewal

2.3. Determinants of strategic renewal

2.4. Link between organizational learning and strategic renewal

2.5. Conclusion of the strategic renewal literature review

Chapter 3: Individual Competencies to Organizational Competencies

3.1. Theoretical analysis of the linkage of individual, group and organizational competencies

3.2. Empirical analysis of the linkage of individual, group and organizational competencies

3.3. Conclusion of the literature study on competencies

Conclusion to Part 1

Summary of literature review

Development of the theoretical model of our research, from the analysis of the literature

Empirical Part of the Research

PART 2: Empirical Part of the Research

Chapter 4: Methodological Characteristics of the Empirical Study

4.1. Qualitative research methodology of exploratory nature

4.1.1. Research of exploratory nature.

4.1.1.1. An abductive approach

4.1.2. Qualitative research

4.1.2.1. Qualitative research based on the case study method

4.1.2.2. Longitudinal approach to process analysis

4.2. General research design

4.2.1. Identification of the case

4.2.1.1. Introducing Danone (history, culture, organization)

4.2.1.1.1. History and evolution of the group business portfolio

4.2.1.1.2. Group history and evolution of societal concern

4.2.1.1.3. Danone's culture

4.2.1.2. Reasons for choosing Danone as main field for analysis

4.2.2. Selection of projects studied at Danone and identification criteria

4.2.2.1. Selected projects

4.2.2.2. Reasons for choosing the projects

4.2.3. Delimitation of the study period

4.2.4. Interviews

4.2.5. Selection of interviewees

4.2.6. Other sources of information

4.2.6.1. Observation

4.2.6.2. Archive and other documentary source analysis

Chapter 5: Analysis of the Danone Case: Illustration of the Strategic Renewal Process Based on the SBOP Projects

5.1. The individual

5.1.1. Intuitions

5.1.1.1. Intuitions of the leaders (F. Riboud, E. Faber)

5.1.1.2. Intuitions of the "champions" (F. Colomban, G. Gavelle)

5.1.1.3. Analysis of blocks and levers

5.1.1.3.1. Blocks

5.1.1.3.2. Levers

5.1.1.4. Conclusion on intuitions

5.1.2. Acquisition of individual competencies

5.1.2.1. Acquisition of individual competencies

5.1.2.1.1. Competencies related to the different functions of the value chain

5.1.2.1.2. Transversal competencies

5.1.2.2. Analysis of blocks and levers

5.1.2.2.1. Blocks

5.1.2.2.2. Levers

5.1.2.3. Conclusion on the acquisition of individual competencies

5.1.3. Conclusion of the first level: the individual

5.2. The group

5.2.1. Interpretation and integration

5.2.1.1. Interpretation.

5.2.1.1.1. Interpretation of the intuitions of the leaders and "champions"

5.2.1.1.2. Interpretation/sharing of experiences by the actors of the 1st ring

5.2.1.1.3. Conclusion on interpretation

5.2.1.2. Integration

5.2.1.2.1. First level of integration: the two pilot projects

5.2.1.2.2. Second level of integration in emerging countries

5.2.1.2.3. Third level of integration in developed countries

5.2.1.2.4. Conclusion on integration

5.2.1.3. Analysis of blockage points and levers for the processes of interpretation and integration

5.2.1.3.1. Blockage points

5.2.1.3.2. Levers

5.2.1.4. Conclusion of interpretation and integration

5.2.2. Acquisition of collective skills

5.2.2.1. Acquisition of collective skills

5.2.2.1.1. Understanding the customers and offering them products thatserve their needs

5.2.2.1.2. Constructing distribution systems with/for poor people

5.2.2.1.3. Co-creating with external partners

5.2.2.1.4. Developing and implementing new business models

5.2.2.2. Analysis of blocks points and levers

5.2.2.2.1. Blocks points

5.2.2.2.2. Levers

5.2.2.3. Conclusion of the acquisition of the collective skills

5.2.3. Conclusion of the second level: the group

5.3. The organization

5.3.1. Institutionalization

5.3.1.1. Strategy and structures

5.3.1.1.1. Strategy

5.3.1.1.2. Structures

5.3.1.2. Systems

5.3.1.2.1. Human resources

5.3.1.2.2. Knowledge management

5.3.1.3. Conclusion of institutionalization

5.3.2. Acquisition of organizational competencies

5.3.2.1. Acquisition of organizational competencies

5.3.2.2. Strategic character and societal impact of these organizational competencies

5.3.2.3. Conclusion of acquiring organizational competencies.

5.3.3. Analysis of the blocks and levers of the institutionalization and the development of organizational competencies

5.3.3.1. Blocks

5.3.3.2. Levers

5.3.4. Conclusion of the third level: the organization

Chapter 6: Analysing Other Cases: Schneider, Renault, Essilor, Bouygues and Bel

6.1. Schneider Electric

6.1.1. 4I processes

6.1.1.1. Intuitions

6.1.1.2. Interpretations

6.1.1.3. Integration

6.1.1.4. Institutionalization

6.1.2. Developing new competencies: individual, collective and organizational

6.1.3. Limits and prospects

6.2. Renault

6.2.1. 4I Processes

6.2.1.1. Intuitions

6.2.1.2. Interpretations

6.2.1.3. Integration

6.2.1.4. Institutionalization

6.2.2. Developing new competencies: individual, collective and organizational

6.2.3. Limits and prospects

6.3. Essilor

6.3.1. 4I processes

6.3.1.1. Intuitions

6.3.1.2. Interpretations

6.3.1.3. Integration

6.3.1.4. Institutionalization

6.3.2. Developing new skills: individual and shared

6.3.3. Limits and prospects

6.4. BEL

6.4.1. 4I processes

6.4.1.1. Intuitions

6.4.1.2. Interpretations

6.4.1.3. Integration

6.4.1.4. Institutionalization

6.4.2. Developing new competencies: individual and collective

6.4.3. Limits and horizons

PART 3: Discussion

Chapter 7: Theoretical Contributions

7.1. Managerial contributions

7.1.1. Managerial contributions for Danone

7.1.1.1. For All strategy

7.1.1.2. Danone's strategic renewal

7.1.2. Managerial contributions for Schneider, Renault, Essilor and Bel

7.1.3. Managerial contributions for other businesses

7.1.4. Summary of this research's contributions to management

7.2. Humanist contributions

7.2.1. Development of poor countries and the role of multinational businesses.

7.2.2. The business's goal and the reconciliation of societal and economic dimensions.

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

Description based on online resource; title from PDF title page (ebrary, viewed February 17, 2016).

ISBN:

9781119261216

111926121X

9781119261186

111926118X

OCLC:

935251740