Leveraging corporate social innovation by hybrid organizations: A strategic perspective from B Corps in Latin America
研究了拉丁美洲21家B型企业如何通过交易型、迭代型和系统型三种战略取向，实施六种企业社会创新策略，推动变革性影响，并提出了三阶段框架。
• This study shows hybrid organizations’ potential to drive transformative change via CSI. • Transformative change needs transactional, iterative, and systemic strategic CSI orientations. • We outline a 3-stage framework for motivating, catalyzing, and advocating transformative change. • We show six CSI strategies: Influencer, Enhancer, Facilitator, Builder, Steward, and Activist. Corporate Social Innovation (CSI) has been built upon evidence from traditional profit-seeking organizations, mainly Multinational Corporations (MNCs); however, there is limited understanding of how hybrid organizations implement CSI. Hybrid organizations mix profit and non-profit logic and hold the potential to pursue transformative change. This study explores the business strategies that enable hybrid organizations to engage in CSI for transformative impact. Focusing on B Corps, sustainability-oriented hybrids that address profit, people, and planetary issues, we conducted a multiple case study of twenty-one B Corps across Latin America. We describe how B Corps leverage CSI through transactional , iterative , and systemic strategic orientations across six business strategies. Our study provides a three-stage framework for implementing transformational change, offering insights into theory and practice, and addressing the growing demand for businesses to tackle Grand Challenges. Future research directions are also suggested.