Nacer Gasmi - Corporate Innovation Strategies

8 Chapter 9 Table 9.1. Key features of the low-cost model (Yunus et al. 2015) Table 9.2. Key features of the BoP social business model (Yunus et al. 2015)

1 Cover

2 Table of Contents

3 Title page Smart Innovation Set coordinated by Dimitri Uzunidis Volume 33

4 Copyright First published 2020 in Great Britain and the United States by ISTE Ltd and John Wiley & Sons, Inc. Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licenses issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned address: ISTE Ltd 27-37 St George’s Road London SW19 4EU UK www.iste.co.uk John Wiley & Sons, Inc. 111 River Street Hoboken, NJ 07030 USA www.wiley.com © ISTE Ltd 2020 The rights of Nacer Gasmi to be identified as the author of this work have been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. Library of Congress Control Number: 2020944437 British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library ISBN 978-1-78630-654-8

5 Introduction

6 Begin Reading

7 Conclusion

8 References

9 Index

10 End User License Agreement

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Smart Innovation Set

coordinated by

Dimitri Uzunidis

Volume 33

Nacer Gasmi

First published 2020 in Great Britain and the United States by ISTE Ltd and John Wiley & Sons, Inc.

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licenses issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned address:

ISTE Ltd

27-37 St George’s Road

London SW19 4EU

UK

www.iste.co.uk

John Wiley & Sons, Inc.

111 River Street

Hoboken, NJ 07030

USA

www.wiley.com

© ISTE Ltd 2020

The rights of Nacer Gasmi to be identified as the author of this work have been asserted by him in accordance with the Copyright, Designs and Patents Act 1988.

Library of Congress Control Number: 2020944437

British Library Cataloguing-in-Publication Data

A CIP record for this book is available from the British Library

ISBN 978-1-78630-654-8

Human behavior has always been evaluated, both in terms of its effectiveness and acceptability. Companies are not immune to this type of behavior (Pasquero 2007). The effective component of corporate behavior, which is associated with financial performance, has always been at the heart of corporate discourse. This performance has led companies to only focus on innovation strategies that are likely to further enhance their competitiveness and therefore their profitability. Yet, increasingly, the acceptable dimension of their activities for external and internal stakeholders is also becoming a decisive strategic issue for companies. In recent years, there has been an expectation from consumers that a company’s brands should not only offer them functional advantages, but that companies should also invest in corporate social responsibility (CSR) initiatives, that is, community initiatives. Since World War II, through their activities to create value (profit), multinationals have generated significant growth that has made it possible to significantly reduce the rate of global poverty and to create positive externalities, such as new jobs, new services and state budgetary contributions through various taxes (Kaplan et al . 2018).

Unfortunately, this growth has not benefited all populations. In developed economies, the most recent gains have benefitted a small proportion of the population, while many members of the working, rural and urban classes have suffered as a result of socio-economic decline. In addition, these enterprises often induce negative social and/or environmental externalities, such as lay-offs, psychosocial risks, occupational accidents and pollution due to climate deregulation. The trajectory of production models is always shaped by the economic, social and political climate of a given period. Until the 1980s, responses to problems of social responsibility were part of a reactive approach to gradually adapt to environmental and social regulations (Berry and Rondinelli 1998).