创造共同价值:巴西Suzano的创新案例

IF 3 Q2 MANAGEMENT
Silvia Ferraz Nogueira De Tommaso, V. Pinsky
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引用次数: 2

摘要

目的本研究旨在探讨Suzano公司如何透过创新与永续发展,实施共享价值(SV)策略,调和获利与社会福利。设计/方法论/方法作者使用了一种探索性的、描述性的定性方法,即交互式定性分析(IQA)方法。IQA程序和协议被操作到Suzano的SV系统。通过深度访谈收集原始数据。在Atlas的支持下进行内容分析。ti的软件。本研究最相关的发现是:(1)Suzano开发了一种独特的策略,在整个组织中传播协作和创新思维,称为“创新能力”;(2) Suzano对当地社区需求的理解和协同工作提高了公司的盈利能力,为社区带来了繁荣;(3) IQA程序和协议使Suzano的SV系统得以发展,该系统由九个要素及其相互关系组成。它们是目的驱动型领导、物质矩阵、社会福利、盈利能力、生态系统、业务成果、社会成果、影响和可持续经济发展。(4)目的驱动型领导是系统的驱动力。研究局限/启示本研究仅限于研究SV作为一种协调盈利能力和福利的策略的实施。尽管研究结果是关于公司与当地社区的冲突以及与小型家庭生产者的战略,但其他研究可以评估不同利益相关者的战略,例如供应链,因为Suzano是巴西纸张销售的领先公司之一。通过使用IQA协议和本研究的九个要素,其他研究人员可以复制它来调查其他组织对SV策略的采用。本研究开发的SV系统可以被商业领袖用来在他们的组织中传播SV政策和实践。公司采用SV的三种形式——重新构思产品和市场,重新定义价值链中的生产力,与当地社区一起发展集群——作为可持续和协作管理的战略。Suzano被引导去解决问题和冲突的根源。通过这样做,公司将创新作为实现可持续和负责任管理的驱动力。对他们来说,创新是为可持续发展服务,创造创新。这两个概念都是整个组织文化和实践的一部分。创新是Suzano的本质,而SV战略是扩大创新的手段。原创性/价值本文的原创性依赖于用于收集和分析原始数据的方法和技术,其中分析单元(Suzano的SV策略)被视为一个系统。主要研究结果得到了研究参与者的验证。通过使用IQA协议和本研究的九个要素,其他研究人员可以复制它来调查其他组织对SV策略的采用。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Creating shared value: the case of innovability at Suzano in Brazil
PurposeThis study aims to investigate how Suzano implemented shared value (SV) strategies to reconcile profitability and social welfare by joining innovation and sustainability.Design/methodology/approachThe authors use an exploratory, descriptive qualitative approach using the interactive qualitative analysis (IQA) method. IQA procedures and protocols were operationalized to get to Suzano's SV system. Primary data were collected through in-depth interviews. Content analyses were conducted with the support of Atlas.ti software.FindingsThe most relevant findings of this research are (1) Suzano developed a unique strategy to spread collaborative and innovation mindset throughout the organization called “innovability”; (2) Suzano's effort to understand local community's demands and a collaborative work raised the companies' profitability and enabled prosperity for the community; (3) the IQA procedures and protocols enabled the development of a Suzano's SV system, composed of nine elements and their relationships. They are purpose-driven leadership, materiality matrix, social welfare, profitability, ecosystem, business results, social results, impact and sustainable economic development, (4) purpose-driven leadership is the system's driver.Research limitations/implicationsThis study was limited to studying the implementation of the SV as a strategy to reconcile profitability and welfare. Despite the findings about the company's conflicts with local communities and the strategy with small family producers, other studies could evaluate the strategy of different stakeholders, such as the supply chain since Suzano is one of the leading companies of paper sales in Brazil.Practical implicationsBy using IQA protocols and the nine elements of this study, other researchers may replicate it to investigate the adoption of SV strategies in other organizations. The SV system developed in this study may be used by business leaders to disseminate the SV policies and practices in their organization.Social implicationsThe company adopts the three forms of SV -reconceiving products and markets, redefining productivity in the value chain and developing clusters with the local community-as strategies for sustainable and collaborative management. Suzano was led to get involved with the problems and conflicts' root causes. By doing so, the company unlocked innovation as a driver to achieve sustainable and responsible management. For them, innovation is in service of sustainability, creating innovability. Both concepts are part of the whole organization culture and practice. Innovability is Suzano's essence, and SV strategies are the means to scale it.Originality/valueThe originality of the paper relies on the method and techniques used to gather and analyze primary data, in which the unit of analysis (Suzano's SV strategy) was considered a system. Major findings were validated with research participants. By using IQA protocols and the nine elements of this study, other researchers may replicate it to investigate the adoption of SV strategies in other organizations.
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CiteScore
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