Corporate social innovations are designed to benefit firms and society. Much like any innovation, corporate social innovations can backfire and quickly draw negative attention. In this article, we consider the conditions that lead to impactful corporate social innovations, and we develop an approach to creating high impact corporate social innovations. Using the context of sustainability and waste, we demonstrate the need for a broad scope in considering the influence of a corporate social innovation, the importance of metrics and monitoring for gauging impact and the need for piloting corporate social innovations before full-scale adoption. We assert that consideration of scope, metrics, monitoring and piloting will lead to more influential corporate social innovations.
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Danielle E. Warren
Rutgers University
Danielle E. Warren is Professor of Management and Global Business at Rutgers Business School – Newark & New Brunswick. Her research focuses upon constructive and destructive deviance, collective corruption and workplace attributes that lead to ethical organizational...
Tobey K. Scharding
Rutgers University
Tobey K. Scharding is Assistant Professor of Management and Global Business at Rutgers Business School–Newark and New Brunswick. She specializes in ethical decision-making (especially in the Kantian tradition), finance ethics, ethics of risk, and ethics of new...
Lisa D. Lewin
George Washington University
Lisa Lewin earned both her MBA and PhD in Organizational Management at Rutgers Business School – Newark & New Brunswick. Currently, Dr. Lewin is a Visiting Assistant Professor of Strategy and Public Policy at George Washington University. Her teaching experience...
Ushma Pandya
Think Zero LLC
Ushma Pandya holds an MBA from Columbia Business School and an MPA from Harvard University. She cofounded Think Zero LLC, a waste reduction and zero waste advisory firm. She has worked on environmental issues with organizations such as the Environmental Defense Fund...
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