JBR-08293; No of Pages 7

Journal of Business Research xxx (2015) xxx–xxx

Contents lists available at ScienceDirect

Journal of Business Research

Creating competitive advantage by institutionalizing corporate social innovation☆

Maria Elena Baltazar Herrera ⁎
Asian Institute of Management, Philippines

a r t i c l e i n f o a b s t r a c t

Article history: This study builds on corporate innovation, social innovation, and corporate social innovation literature to develop
Received February 2014 a preliminary theory. The study then uses case studies to build a framework that describes factors leading to
Received in revised form September 2014 successful corporate social innovation (CSI).The study focuses on social innovations that create social value and
Accepted January 2015
competitive advantage. In the framework, three organizational components enhance CSI: strategic alignment,
Available online xxxx
institutional elements, and clarity in intent. Three institutional elements enable CSI processes: stakeholder
Keywords:
engagement, operational structures and processes, and organizational culture. Integrating CSI into strategy and
Social innovation operations creates opportunities for co-creation, thereby creating shared value and enhancing competitive
Corporate social innovation advantage. This study concludes by highlighting managerial implications and future research opportunities.
Shared value © 2015 Elsevier Inc. All rights reserved.
Case study method
Co-creation
Competitive advantage

1. Introduction on financial performance is a result of greater competitive advantage

Innovation heavily influences competitiveness (Mintzberg, 1994),
and failure to innovate generally decreases competitiveness (Ferauge,
2012; Herrera, 2007). This research focuses on corporate social innova-
tion (CSI), which resolves social concerns (Phills, Deiglmeier, & Miller,
2008, Fall) and considers shareholder value.
Social innovation is relevant in global strategy because society
expects international corporations to be socially responsible (Snider,
Hill, & Martin, 2003). Stakeholder and macro-environment assessments
are crucial for successful innovation (Ferauge, 2013). Global companies
must balance global corporate purpose, reputation, and strategy with
local realities (Husted & Allen, 2006).
A company's ability to sense and respond strategically to opportuni-
ties and threats enhances competitive advantage (Li & Liu, 2014).
Because corporate social responsibility (CSR) involves continually
evaluating corporate influences and relationships with stakeholders
and the environment, CSR enables management to identify and respond
to evolving strategic opportunities and challenges. The corporate
challenge is implementing CSR while advancing corporate goals.
Implementing CSR, however, can improve corporate social and financial
performance (Herrera, 2007). For specific CSR programs, Porter and
Kramer (2006) call this double effect shared value. CSR's positive effect
☆ The author thanks Maria Cristina A. Uy for her research and editing support during the
writing of this essay. The author gratefully acknowledges institutional support from the
Asian Institute of Management.
⁎ Asian Institute of Management, Eugenio Lόpez Foundation Building, Joseph R.
McMicking Campus, 123 Paseo de Roxas, Makati City 1229, Philippines. Tel./fax: +63 2
892 4011 local 2851.
E-mail address: mayaherrera@gmail.com.
and reputation (Saeidi, Sofian, Saeidi, Saeidi & Saaeidi, 2015).
The literature on CSI is sparse but growing (Nelson & Jenkins, 2006).
CSI provides business sustainability (Eccles & Serafeim, 2013) and
increases competitive advantage (Fiorina, 2004; Hana, 2013), but the
literature ought to provide a better understanding of how corporations
adopt and integrate social innovation into strategy and operations. This
study contributes to filling the literature gap by describing organization-
al components that enhance CSI. The study addresses the following
research questions: How do companies implement CSI? How does CSI
increase competitive advantage? How do strategy and operations
integrate CSI? What institutional mechanisms increase the likelihood
of CSI success?
Given the sparse literature on institutional mechanisms for integrat-
ing social innovation in strategy and operations, this study first reviews
literature and theories to provide a foundation for theory building. The
literature review covers CSR, innovation, corporate strategy, and
competitive advantage. The literature review focuses on what triggers
social innovation, the social innovation process, organizational barriers
and enablers of social innovation, and mechanisms that enhance CSI.
The review leads to a preliminary framework that uses elements
common to business innovation and CSR. The framework's first version
is the organizing framework for the 2012 Asian Forum on Corporate
Social Responsibility.
Three case studies evaluate and extend the preliminary framework
for institutionalizing social innovation. The first case study examines
3M, a company with global recognition for creating competitive advan-
tage through innovation. This case study tests and extends the prelimi-
nary framework. The second case study examines several individual
cases and identifies significant elements influencing successful CSI.

http://dx.doi.org/10.1016/j.jbusres.2015.01.036
0148-2963/© 2015 Elsevier Inc. All rights reserved.

Please cite this article as: Herrera, M.E.B., Creating competitive advantage by institutionalizing corporate social innovation, Journal of Business Re-
search (2015), http://dx.doi.org/10.1016/j.jbusres.2015.01.036
2 M.E.B. Herrera / Journal of Business Research xxx (2015) xxx–xxx
Most cases involve partners of the Asian Institute of Management
(Ramon V. del Rosario, Sr. Center for Corporate Social Responsibility)
and recent nominees for the Center's Asian CSR Awards. All cases
provide exhaustive information from company executives, employees,
and stakeholders. The third case study examines CSI processes within
Intel, which treats innovation as a source of competitive advantage.
This case study tests the full framework. The Intel case study uses data
from literature and documents, presentations, interviews, CSR program
case studies, and site visits. Because of its extensive nature, the second
case study does not appear in full in this article. Fig. 3, however, presents
a summary of key examples from the second case study. Full details of
the 3M and Intel case studies appear later in the article.
2. Theoretical framework
2.1. Defining social innovation
This research adopts the following definition of social innovation:
Social innovation is a measureable, replicable initiative that uses a
new concept or a new application of an existing concept to create share-
holder and social value. Identifying drivers, enablers, and barriers to
idea generation, experimentation, and implementation is critical to
understanding CSI institutionalization.
2.2. The process of social innovation
This study uses a framework (Fig. 1) that establishes a five-stage
process combining CSR implementation and business innovation. The
five stages are assessment, design, development, systematization, and
institutionalization and scaling up. The first stage of embedding social
innovation is the assessment stage (active sensing), which involves
continuously and actively gathering information. This active sensing
provides employees with triggers for innovative ideas that lay the foun-
dation for the design or ideation stage. Pilots during the development
stage then test the design. Results of the pilot systematize the innova-
tion. Finally, institutionalization involves embedding and scaling up
across the entire organization.
Fig. 1. Social innovation process.
Please cite this article as: Herrera, M.E.B., Creating competitive advantage by institutionalizing corporate social innovation, Journal of Business Re-
search (2015), http://dx.doi.org/10.1016/j.jbusres.2015.01.036
Fully implementing a social solution can take months, years, or even
decades. A disciplined approach to implementing social solutions helps
achieve positive, widespread social outcomes (Murray, Caulier-Grice, &
Mulgan, 2010).
2.3. Institutionalizing social innovation
Innovation is most powerful when organizational systems and struc-
tures can institutionalize this innovation. Organizational structures—both
formal and informal—yield innovation benefits for companies (Hana,
2013; Pfitzer, Bockstette, & Stamp, 2013; Tushman & Nadler, 1986).
The framework herein describes the institutionalization of social
innovation. The framework has three key components: 1) strategic
alignment, 2) institutional elements that enable social innovation, and
3) clarity in intent. Revisions to the framework draw upon inputs
from practitioners attending the 2012 Asian Forum on Corporate Social
Responsibility. Systematic assessment of the business context helps
achieve strategic alignment. Identification of social objectives helps
clarify corporate intent. The framework helps companies set social
goals consistent with standard CSR outcomes (Herrera, 2011b) (Fig. 2).
2.3.1. Strategic alignment
Significant business innovations can result from integrating envi-
ronmental and social issues into corporate strategy (Fiorina, 2004).
Socially responsible companies systematically integrate market and
non-market conditions into strategic planning (Herrera, 2007; Sabir,
Kalyar, Ahmed, & Zaidi, 2012). In particular, during the environment
analysis and strategic assessment phase of strategic planning, compa-
nies should already be considering social and sustainability elements.
In addition to reviewing market-related factors, management should
review non-market factors through footprint and stakeholder analysis.
Non-market factors should also contribute to the environment-
sensing and strategic assessment mechanisms that are part of strategy
implementation.
The business context consists of stakeholders, the corporate footprint,
and general strategic considerations. Analyzing the corporate footprint
involves analyzing company operations' economic, environmental, and
 M.E.B. Herrera / Journal of Business Research xxx (2015) xxx–xxx 3

Fig. 2. Institutionalizing social innovation.

social impact. Footprint analysis involves evaluating the extended value

2.3.2.1. Stakeholder engagement. Successful social innovation requires
chain, which comprises processes, inputs, outputs, by-products,
stakeholder acceptance and cooperation (Enright & Bourns, 2010).
suppliers, distributors, business partners, and disposal of product and
Effective stakeholder mechanisms allow companies to identify social
packaging. Stakeholder assessment involves evaluating the interests
innovation opportunities. Active stakeholder engagement aids the
and influences of individuals with a stake in company operations.
active-sensing stage and enhances efficiency during piloting and
Stakeholders can be direct, indirect, or mediating (Herrera, 2011a).
scaling-up stages. If CSI leverages corporate capabilities and creates
Stakeholder analysis helps companies identify and characterize social
social value, then this CSI will build social capital. Active stakeholder
concerns and stakeholder collaboration opportunities (Herrera, 2011b).
collaboration aids co-creation and enhances competitive advantage.
General strategic considerations include the company's general situation,
core values, philosophies, resources, and competencies. Using the social
2.3.2.2. Operational structures and processes. Operational structures and
lens during strategic assessment ensures that strategy favors opportuni-
processes refer to policies, structures, and processes that enable CSI.
ties for social innovation and ensures that social innovation assessment
Operational structures and processes include accountability structures,
is strategic. Just as active monitoring of the environment enhances
project initiation protocols, development and evaluation of new ideas,
market and operational innovations, active sensing of non-market
systematic procedures to socialize and propagate successful innova-
factors enhances CSI.
tions, and systems for providing innovation opportunities. Examples
of operational structures and processes are institutionalized opportuni-
2.3.2. Institutional elements ty scanning, institutionalized idea sessions, social idea development
The framework presents institutional mechanisms that drive, boards, and institutionalized funding.
enable, and embed social innovation values and processes: stakeholder
engagement, operational structures and processes, and organizational 2.3.2.3. Organizational culture. Organizational culture includes corporate
culture (Fig. 3). values, organizational norms, and employee attitudes. Management can

Fig. 3. Examples of social innovation.

Please cite this article as: Herrera, M.E.B., Creating competitive advantage by institutionalizing corporate social innovation, Journal of Business Re-
search (2015), http://dx.doi.org/10.1016/j.jbusres.2015.01.036
4 M.E.B. Herrera / Journal of Business Research xxx (2015) xxx–xxx
encourage social innovation through corporate values supporting
experimentation, risk-taking, and collaboration. Structural democrati-
zation can also encourage social innovation. Social innovation is more
likely to increase competitive advantage when both operational and
organizational mechanisms allow co-creation.
2.3.3. Focus areas
Clarity of intent with regard to business outcomes is often easy, but
clarity with respect to desired social outcomes can be more challenging.
Social goals fall into one of three focus areas: governance and society,
customer and product responsibility, or value chain and environment.
The focus area of governance and society refers to managing the
company's relationship with society in general through initiatives
such as community involvement, education and culture, livelihood
programs, technology development and access, education, and health
care. This focus area also includes ethical and governance practices in
areas such as human rights and transparency. The focus area of product
responsibility and consumer rights refers to consumer-related initia-
tives (e.g., fair marketing, product labeling, product safety, and sustain-
able consumption). The focus area of environment and value chain
management involves value chain management for optimizing the
social and environmental footprint (e.g., host community engagement
and environmental protection practices).
3. Illustrative case studies
3.1. Case study: 3M
As a global innovation company, 3M claims that innovation is in its
DNA. Innovation is in the essence of 3M's strategy, culture, operations,
and organizational structures and practices. 3M's innovation culture is
team based and collaborative. Customers, suppliers, and other stake-
holders are innovation partners.
3.1.1. Business context
3M's innovation culture and corporate citizenship strategy responds
to its business context. 3M's environmental footprint consist of gas
emissions, air emissions, water use, energy consumption, waste dispos-
al, and toxic chemicals the production process generates. Intellectual
property rights and patent protection are important to 3M's successful
innovation strategy. The ability to change and successfully engage
with new distributors and suppliers and to bring products to multiple
markets is crucial to 3M's success (Fig. 4).
3.1.2. Institutional elements: stakeholder engagement, operations, and
organization
3M's history contributes to the cultural bias toward a collaborative
approach to innovation. Collaborative mechanisms include stakeholder
consultation, employee involvement in R&D, and active participation in
research networks. AccountAbility's AA1000 Stakeholder Engagement
Standard is the basis of 3M's global stakeholder engagement program.
3M consults consumers in product development and participates in
research networks to develop eco-friendly products. Furthermore, 3M
works with the World Resources Institute and the Design for the
Environment Program. 3M adopts the triple bottom line approach.
3M's 2015 sustainability goal is to “reduce volatile air emissions 15%,
reduce solid waste 10% and improve energy efficiency by 25%, all from
a 2010 base” (3M, 2012b).
3M's innovation culture encourages exploration; the company is
open to new technology—which may not have immediate practical
applications—and encourages collaborative internal networking through
the Technical Forum, formed in 1951. 3M exhibits a strong culture of
flexibility, responsiveness, and change. The company believes that the
best approach to innovation involves people working together, especial-
ly in close coordination with customers and suppliers. Accordingly, the
15 Percent Time Program encourages employees to spend 15% of their
Please cite this article as: Herrera, M.E.B., Creating competitive advantage by institutionalizing corporate social innovation, Journal of Business Re-
search (2015), http://dx.doi.org/10.1016/j.jbusres.2015.01.036
time on innovation-related activities. This program strengthens 3M's in-
novation culture and creates opportunities for employees to engage in
personally meaningful activities. Some examples of 15 Percent Time
products include Scotch® Brand Tapes, Post-it® Notes, and Scotchgard™
Fabric Protector (3M, 2012a). 3M has a clear active-sensing policy for
both market and non-market factors. 3M also has a clear policy of active-
ly engaging stakeholders in co-creating products and services.
3.2. Case study: Intel
Intel is one of the giants of IT innovation (Intel, 2014a). Through its
products, Intel is able to champion and gain from social innovation.
Intel's environmental sustainability and social responsibility initiatives
address social issues and business concerns. The company traces its
journey along the maturity curve—from CSR awareness to an ability to
use CSR for transformation (Fig. 5).
3.2.1. Business context: footprint, stakeholders and strategic considerations
Intel's business context focuses on adopting socially innovative
approaches to be globally competitive. Intel incorporates environmental
performance goals in its operations to improve energy efficiency,
emission reduction, and resource conservation. In 2008, Intel became
the largest voluntary purchaser of green power in the United
States.Clearly, Intel includes non-market factors in its strategic assess-
ment and monitoring.
Intel's strategy responds to customer demand and product innova-
tion to make Intel a global IT leader (The Times 100, 2014). Intel
presents itself to the industry and international community as an inno-
vation champion. In promoting innovation through public policy, Intel
advocates tax and trade, health and environment, content, communica-
tions, and privacy innovation. Intel constantly explores how technology
can transform lives. Intel identifies fresh marketplace opportunities
while managing to broaden and deepen technology applications,
including improving education and health care among marginalized
sectors. Intel practices active sensing to drive innovation in both market
and non-market aspects of the business.
3.2.2. Institutional elements: stakeholder engagement, operations, and
organization
Intel's key organizational processes and structures exemplify inno-
vation. Intel develops stakeholder-specific programs that create shared
value. To engage stakeholders, Intel's CSR department conducts annual
face-to-face meetings and generates discussion using social media
(Intel, 2014b). Intel Education Programs focus on expanding academic
opportunities. Intel argues that technological literacy alone is insuffi-
cient to address poverty but that technology can be a vehicle for social
inclusion through learning, livelihood, and employment.
Intel's stakeholder engagement platforms help develop strong rela-
tionships with institutions and individuals to improve understanding
of market opportunities and trends. These characteristics allow Intel to
contribute to society and build competitive advantage, either by broad-
ening markets or by developing innovative, low-cost solutions.
Intel's environmental programs include the Intel Open Energy Initia-
tive, LEED green building certification, water use and recycling, and
solid waste recycling program. Intel's supplier code of conduct covers
labor and environmental standards. Intel also supports the global
campaign against conflict minerals.
Intel promotes an innovation culture by communicating that
innovation is part of the company's competitive business strategy. Intel's
innovation culture relies on employees' capabilities and strengths. For
example, half of Intel's 82,000 employees “have engineering degrees
and a quarter have master's degrees” (Karlgaard, 2011, February
16).Through IT labs and research grants, employees collaborate with
co-workers. Intel also funds research projects between employees and
universities. Intel's integrated approach to social innovation clearly
 M.E.B. Herrera / Journal of Business Research xxx (2015) xxx–xxx 5

BUSINESS CONTEXT

Footprint. Products and packaging,

manufacturing, warehouse and delivery

Stakeholders. Employees are 3M’s most

important stakeholder. 3M engages with
suppliers and customers, and collaborates
with communities and regulators.

Strategic Considerations. 3M’s innovation

strategy is central to 3M’s success as a
business. Strong relationships with key
stakeholders ensure a robust social license to
operate. Cooperation to bring new products
and technologies to market.

Fig. 4. Integrating social innovation and sustainability using 3M's innovation process, culture, and products.

allows the company to create competitive advantage while creating
social value (Fig. 6).
4. Implications
This study has important implications for companies seeking to
engage in social innovation. The research shows that a deliberate,
systematic approach to social innovation can create both competitive
advantage and social value. Private companies can engage in social
innovation in many ways, but a consistent approach and support from
institutional mechanisms increase the likelihood that companies
initiate and successfully implement social solutions. The research
indicates that a disciplined approach to social innovation in all five
stages increases the likelihood of success. Results also indicate how
companies can institutionalize mechanisms that increase the likelihood
of initiating and implementing successful social innovation. Companies
can use this study's conceptual framework to improve CSI approaches
and create competitive advantage.
5. Discussion
This study explores social innovation implementation and presents a
conceptual framework that companies can use to improve social
innovation implementation. Companies wishing to promote CSI must

Fig. 5. Intel's CSR maturity curve. Source: Jacobson (2013).

Please cite this article as: Herrera, M.E.B., Creating competitive advantage by institutionalizing corporate social innovation, Journal of Business Re-
search (2015), http://dx.doi.org/10.1016/j.jbusres.2015.01.036
6 M.E.B. Herrera / Journal of Business Research xxx (2015) xxx–xxx
Fig. 6. Integrating social innovation and sustainability using Intel Corporation's innovation process, culture, and products.
integrate non-market evaluations in their environmental analysis and
strategic assessment mechanisms. Active engagement and openness
to collaborate with stakeholders increase the likelihood of CSI. Opera-
tional and organizational mechanisms help institutionalize CSI.
The study indicates that certain institutional elements can permeate a
company's operations and strategy and can lead to a synergy between CSI
and (market and technical) innovation. Active sensing of the business
context and wide-ranging stakeholder engagement mechanisms increase
the likelihood that companies anticipate and respond to market opportu-
nities early and successfully. Active-stakeholder engagement leads to co-
creation opportunities and social-capital building. In particular, CSI pro-
motes and supports efforts toward co-creation with customers, a particu-
larly valuable approach in highly competitive industries.
Currently, when attempting to understand CSI and social innovation
in general, detailed narrative descriptions such as the one in this study
may be more helpful to understanding CSI and building systemic theory
than a large-scale yet superficial survey of many companies would be. In
addition, case studies provide a more detailed and nuanced understand-
ing of how companies can implement and encourage social innovation.
Case studies also help managers wishing to implement social innova-
tions. Future studies should explore situations and parameters within
which this study's propositions are valid.
As a closing remark, innovation to achieve social and shareholder
value is an important part of global strategy because of the crucial
importance of stakeholders and social responsibility.
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search (2015), http://dx.doi.org/10.1016/j.jbusres.2015.01.036