Apropiación sistémica de la innovación social en las organizaciones : una propuesta para la generación de valor compartido
Fecha
2021
Autores
Franco Arango, Laura
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Editor
Universidad EAFIT
Resumen
En el último lustro se ha evidenciado cómo las compañías comprometidas con la sostenibilidad, la creación de valor compartido y los criterios ambientales, sociales y gubernamentales (ASG) - también conocidos como enviromental, social and governance (ESG por sus siglas en inglés)-, han optado por la innovación social como una estrategia que les permite alcanzar su propósito corporativo, consolidar su ventaja competitiva y fortalecer su capital reputacional, tanto dentro como fuera de la organización. En esta vía, el deseo de los líderes de las compañías es que la innovación social se apropie con mayor capacidad de acción y sea un elemento transversal y estratégico que caracterice el pensar y el actuar de la organización. Por esto, el objetivo de la presente investigación es proponer un marco de referencia que les permita a las organizaciones comprender y gestionar los elementos y habilitadores estratégicos para la apropiación sistémica de la innovación social en su interior, buscando que sea adoptada por todos los empleados y no solo por las áreas tradicionalmente conectadas con estos temas. A partir de este desafío manifiesto, se realizó un estudio multicaso en el que, a través de entrevistas semiestructuradas y revisión bibliográfica, se comprenden las motivaciones, brechas y barreras existentes en los mandos medios y la base de las compañías para la apropiación de la innovación social, un contexto en el que se hallaron insumos relevantes para la construcción del marco de referencia y el logro del objetivo de investigación. Con base en dicha comprensión, se evidenció que las organizaciones necesitan tener acuerdos iniciales para luego promover cambios estructurales y sistémicos. Así se propicia un contexto en el que las personas desarrollen o fortalezcan una mentalidad de innovación social, a la vez que las organizaciones se transforman desde adentro para consolidar su capacidad de innovación social, encontrando un balance entre lo formal y lo emergente, lo individual y lo colectivo.
Within the last five years it has been clear how companies committed to sustainability, the creation of shared value and environmental, social and governmental (ESG) criterio, have opted for social innovation as a strategy that allows them to achieve their corporate purpose, consolidate their competitive advantage and strengthen their reputational capital, both inside and outside the organization. In this manner, the leaders of the companies wish that the social innovation is fit with a greater capacity for action and is a transversal and strategic element that exemplifies the thinking and actions of the organization. Because of this, the objective of this research is to set a frame of reference that allows organizations on how to understand and manage the strategic elements and enablers for the systemic appropriation of social innovation within, seeking to be adopted by all employees and not only because of the areas traditionally connected with these issues. Based on this statement, a multi-case study was carried out, in which, through semistructured interviews and bibliographic review, the motivations, gaps and barriers existing in middle management and the base of companies for the appropriation of social innovation are understood, a context in which relevant inputs were found for the construction of the frame of reference and the achievement of the objective. Based on this understanding, it was clear that organizations need to have initial agreements to later promote structural and systemic changes. Thus, a context is fostered in which people develop or strengthen a knowledge and behaviour of social innovation, at the same time that organizations transform from within to consolidate their capacity for social innovation, in order to find a balance between the formal and the emerging, the individual and the community.
Within the last five years it has been clear how companies committed to sustainability, the creation of shared value and environmental, social and governmental (ESG) criterio, have opted for social innovation as a strategy that allows them to achieve their corporate purpose, consolidate their competitive advantage and strengthen their reputational capital, both inside and outside the organization. In this manner, the leaders of the companies wish that the social innovation is fit with a greater capacity for action and is a transversal and strategic element that exemplifies the thinking and actions of the organization. Because of this, the objective of this research is to set a frame of reference that allows organizations on how to understand and manage the strategic elements and enablers for the systemic appropriation of social innovation within, seeking to be adopted by all employees and not only because of the areas traditionally connected with these issues. Based on this statement, a multi-case study was carried out, in which, through semistructured interviews and bibliographic review, the motivations, gaps and barriers existing in middle management and the base of companies for the appropriation of social innovation are understood, a context in which relevant inputs were found for the construction of the frame of reference and the achievement of the objective. Based on this understanding, it was clear that organizations need to have initial agreements to later promote structural and systemic changes. Thus, a context is fostered in which people develop or strengthen a knowledge and behaviour of social innovation, at the same time that organizations transform from within to consolidate their capacity for social innovation, in order to find a balance between the formal and the emerging, the individual and the community.