Embedding corporate responsibility: the development of a transformational model of organizational innovation

Abstract

Purpose

This paper aims to describe a model for embedding corporate responsibility through innovation and organizational transformation.

Design/methodology/approach

The model was developed from the findings of a qualitative case study, describing the design and implementation of an innovation development program. Data from semi‐structured interviews with program participants were entered into a qualitative analysis software package and a thematic analysis was conducted based on the principles of grounded theory that uses predominantly emergent coding categories. The results of this analysis were then linked with relevant theoretical concepts from the research literature in order to develop and extend the case through a process of deductive theory‐building, drawing on theories of innovation and organizational design.

Findings

The findings illustrate the potential of the model for enhancing and embedding corporate responsibility practices in a bottom‐up way, through a process of customer‐engagement and organizational redesign around the central concept of innovation.

Research limitations/implications

The proposed model is a starting point based upon limited empirical induction and is not fully developed or empirically validated.

Practical implications

The paper suggests a recasting of the relationship between organizations and the social contexts within which they operate if they are to achieve sustainable performance in both financial and social terms.

Originality/value

The paper presents an original model of organizational transformation through innovation and engagement and draws links between the new model and the social capital literature.

Citation

Bartlett, D. (2009), "Embedding corporate responsibility: the development of a transformational model of organizational innovation", Corporate Governance, Vol. 9 No. 4, pp. 409-420. https://doi.org/10.1108/14720700910984963