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Integrating strategic CSR and open innovation. Towards a conceptual framework


Purpose
This conceptual paper aims to investigate the link between open innovation (OI) processes (outside-in, inside-out and coupled) and strategic corporate social responsibility (CSR) focusing on shared value creation. In doing so, it aims at progressing the theory of OI and CSR.


Design/methodology/approach
The paper is of theoretical character. It adopts the contribution proposed by CSR (strategic CSR and corporate social innovation) and OI literature and is organized around two research questions: What is the link between strategic CSR and OI processes (outside-in, inside-out and coupled)? How do companies can capture value from their open corporate social innovation processes? Stakeholder theory has been chosen as a theoretical framework for the study.


Findings
The paper identifies four themes describing the relationship between strategic CSR and OI: employee engagement, external stakeholder engagement, CSR-driven selective revealing and open approach to corporate social innovation. The analysis of the themes led to the formulation of four propositions serving as building blocks for a conceptual model of open shared value creation process. The model explains bidirectional relationship between strategic CSR and OI processes and presents the mechanisms, in which firm by implementing OI practices to its CSR strategy captures the proportion of value from a value created for its stakeholders.


Originality/value
This is one of the first, if not the first, papers discussing the link between CSR and three OI processes.
