Joan Fontrodona

Exploring the Fit between CSR and Innovation

An exploration of the fit or space between CSR and innovation is presented, based on the RESPONSE project, a 15-month study involving 60 SMEs throughout Europe. The main practical output of the project was the Social Innovation model, yet a conceptual understanding of CSR and innovation is best advanced through the three hypotheses that constitute the conclusions of the project: H1) The diffusion of CSR should be modelled on the diffusion of innovation; H2) CSR implementation and innovation can be configured to form a virtuous circle; and H3) There is a maturity path toward true integration of CSR and innovation. These three hypotheses inform, respectively, on the background, results and development of the project. H1 is framed within the context of the original European Commission call and proposal; H2 ties in with the Social Innovation model; and H3 is discussed in the light of a short case involving a high-performing SME. Since the hypotheses were the result of the project, we do not attempt to prove them here, but discuss their significance, with the idea that further research and community development will fully evaluate their accuracy.

Incorporating CSR and stakeholder management into corporate strategy: a case study of the CAN experience 2002-2006

Purpose – The purpose of this article is to present how innovations in the social action program of a Spanish savings bank produce strategic changes in the organization.Design/methodology/approach – The paper follows a historical approach, first studying Spanish savings banks in general and the Caja de Ahorros de Navarra (CAN) in particular. It then examines the strategic challenges that the CAN faced in 2002 and the organizational response through the “You choose, you decide” initiative. The implementation of the program is chronicled and results evaluated against strategic objectives.Findings – In embodying the social action program of the CAN, the “You choose, you decide” campaign has successfully differentiated the bank. Customer‐stakeholders have acquired a high degree of identification with the bank since they now decide on the beneficiaries of the social action program as well as their level of prioritization.Originality/value – This work is of special interest to bank managers who would like to in...

Questioning the corporate responsibility (CR) department alignment with the business model of the company

Purpose – This paper seeks to question the corporate responsibility (CR) department alignment with the business model of the company to provide some insights concerning the strategic focus of the CR department, the necessity or not to align the CR department to the business model of the company, and the ability to incorporate CR into the organization as competitive advantage from a specific business model.Design/methodology/approach – The capacity to discern some key success factors between the alignment of the CR department with the rest of the organization is done in three stages. The methodology sets the emphasis first, on the cognitive process approach of CEOs as strategists and second, on the cognitive process approach of the CR department using in both cases the Kase et al. framework. The third stage consists in crossing the results of the two first stages in a matrix where the alignment and misalignment cases are studied.Findings – The findings show that embedding CR into the organizations is one o...

The Relation Between Ethics and Innovation

At first glance it might seem that innovation and ethics are two opposing concepts. Ethics has a prescriptive element. It sets out what we can and cannot do, and therefore limits our scope of action. By contrast, innovation leads to doing things differently, breaking the mold, overcoming barriers. In this sense, there may be those who would believe that ethics could limit innovation. But that view misinterprets what ethics is all about. Ethics cannot be reduced to a legalistic view of human behavior, much less to a negative view that defines ethics as a list of prohibitions. A positive, comprehensive view of ethics will make us realize that ethics and innovation are closely related: that innovation – like any other human activity – is deeply rooted in ethics, and that ethics inspires and encourages innovation. In this chapter we will put aside the ethical dilemmas that may arise with respect to innovation, and will move into a more conceptual and positive dimension.

Mindfulness and Its Impact on Ethical Behavior in Companies

The purpose of this chapter is to show how mindfulness promotes more ethical behavior by improving the levels of awareness, and serves as a support for the development of the fundamental virtues. First of all, we provide an overview of mindfulness. After, we examine the relationship between mindfulness, consciousness and ethical decisions. Then we focus on character strengths and the impact that mindfulness can have on the development of virtues. Finally, we reflect briefly on some of the implications for companies.