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Social business and base of the pyramid : levers of strategic renewal /

Bibliographic Details
Main Author: Faivre-Tavignot, Bénédicte (Author)
Format: eBook
Language:English
Published: London : Hoboken, NJ : ISTE ; John Wiley and Sons, Inc., [2016]
Series:Innovation, entrepreneurship and management series.
Subjects:
Social responsibility of business.
International business enterprises.
Organizational change.
Electronic books.
Online Access:Connect to the full text of this electronic book
Table of Contents:
  • Machine generated contents note: pt. 1 Review of Publications
  • ch. 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?
  • 1.1.3. The question of how?: how can businesses implement socially responsible behavior?
  • 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
  • 1.2.3. The set of themes within social business
  • 1.2.4. Conclusion of the review of publications on CSR/BOP/social business
  • ch. 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
  • ch. 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
  • pt. 2 Empirical Part of the Research
  • ch. 4 Methodological Characteristics of the Empirical Study
  • 4.1. Qualitative research methodology of exploratory nature
  • 4.1.1. Research of exploratory nature
  • 4.1.2. Qualitative research
  • 4.2. General research design
  • 4.2.1. Identification of the case
  • 4.2.2. Selection of projects studied at Danone and identification criteria
  • 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
  • ch. 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
  • 5.1.2. Acquisition of individual competencies
  • 5.1.3. Conclusion of the first level: the individual
  • 5.2. The group
  • 5.2.1. Interpretation and integration
  • 5.2.2. Acquisition of collective skills
  • 5.2.3. Conclusion of the second level: the group
  • 5.3. The organization
  • 5.3.1. Institutionalization
  • 5.3.2. Acquisition of organizational competencies
  • 5.3.3. Analysis of the blocks and levers of the institutionalization and the development of organizational competencies
  • 5.3.4. Conclusion of the third level: the organization
  • ch. 6 Analysing Other Cases: Schneider, Renault, Essilor, Bouygues and Bel
  • 6.1. Schneider Electric
  • 6.1.1.4I processes
  • 6.1.2. Developing new competencies: individual, collective and organizational
  • 6.1.3. Limits and prospects
  • 6.2. Renault
  • 6.2.1.41 processes
  • 6.2.2. Developing new competencies: individual, collective and organizational
  • 6.2.3. Limits and prospects
  • 6.3. Essilor
  • 6.3.1.41 processes
  • 6.3.2. Developing new skills: individual and shared
  • 6.3.3. Limits and prospects
  • 6.4. BEL
  • 6.4.1.41 processes
  • 6.4.2. Developing new competencies: individual and collective
  • 6.4.3. Limits and horizons
  • pt. 3 Discussion
  • ch. 7 Theoretical Contributions
  • 7.1. Managerial contributions
  • 7.1.1. Managerial contributions for Danone
  • 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
  • 7.2.3. Relationship to reality
  • 7.2.4. Summary of humanist contributions
  • 7.3. Limitations
  • 7.3.1. The decision to focus on an SBOP body
  • 7.3.2. The timespan of the analysis
  • 7.3.3. The author's involvement in SBOP approaches
  • 7.3.4. Research perspectives.