A Start up Socially Responsible Subject of Evolutionary Change in Its Sector

Fedele, Maria

doi:10.5539/ijbm.v10n5p57

Cited by 2 publications

(3 citation statements)

References 29 publications

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“…Therefore, stagnation in the old organizational structure and marketing practice will not keep enterprises updated with social networks. In some cases, enterprises offering a single brand value could easily face hardship in innovation and the predicament of being trapped in red oceans [1,2].…”

Section: Introductionmentioning

confidence: 99%

Sustainable Partnership: Operational Condition Analysis for Brand Value Co-Creation

Tzu-Fei¹

2021

Sustainability

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Enterprises are the origin of social innovation. Enterprises implement sustainable relations through “people-oriented” social value creation, particularly other economic developments in the post-2020 COVID-19 pandemic no longer show linear development but more diversity. On the one hand, enterprises must face the fast social transformation towards AI and superintelligence. On the other hand, enterprises must cope with green sustainable development, emphasizing corporate social responsibility in innovative research and development. An increasing number of enterprises respond to the service-oriented and green sustainability-based consumer market today by expanding and collaborating between the upstream and downstream relations in supply chains. Therefore, enterprises must construct a healthy and sustainable dynamic value chain through value co-creation. The study analyzes the types of the dynamic brand value chain and the operational conditions that provide enterprises with the direction in searching for and establishing a sustainable partnership. We employ literature review, case analysis, and in-depth interviews to determine the types and causes of the dynamic brand value chain, followed by integrating sustainable design to verify the sustainability in the dynamic brand value chain model. The study findings show that growth in quadrants of culture for the tandem brand value chain acts as the primary motivation to strengthen a sustainable relationship. Subsequently, the development in pursuit of brand value creation will intensify the sustainable relationships and activities of the brand, causing sustainable partnerships to be more intense. The primary motivation for the branch brand value chain lies in the growth in quadrants of culture; the more extensive the development system, the more diverse the participating niche brand, and the brand value innovation of pursuit climbs higher.

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Section: Introductionmentioning

confidence: 99%

Sustainable Partnership: Operational Condition Analysis for Brand Value Co-Creation

Tzu-Fei¹

2021

Sustainability

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“…In addition, social identity theory would suggest that if treating others well is part of an employee's self-concept, then they would find greater identification with an organization that treats others well [19]. "Taking an economic but also social responsibility enables it not only to survive, but to improve day by day its systemic effectiveness and, thus, create increasing value levels" (as Fedele notes, [20]), because "a company can only survive by innovating continuously itself, in a manner consistent with the values deemed relevant by the community, because if it remained motionless in their structures and in their strategies, sooner or later perish for failure to meet the cost of long period. All that would be generated as a result of the loss of social consensus and vital contributors to the benefit of other organizations with which it is competing on the market.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…All that would be generated as a result of the loss of social consensus and vital contributors to the benefit of other organizations with which it is competing on the market. If the environment evolves, the company must evolve with it" [20].…”

Section: Theoretical Backgroundmentioning

confidence: 99%

A Corporate Case Study: The Application of Rokeach’s Value System to Corporate Social Responsibility (CSR)

2019

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Starting from the research assumption that corporate social responsibility (CSR) values cannot be communicated efficiently, if they do not belong naturally to a company's identity, this paper debates the prospect of applying Rokeach's Value System (1973) to Continental corporation's CSR values. Rokeach's Value System (1973) is used to compare Continental data provided online and establish whether the ideal corporate values presented by the company are similar to the real values, with respect to the CSR values. We base our assessment of the level of integration of CSR into corporate identity on Maon et al.'s integrated model of CSR development (2010). Our analysis reveals that although the Continental corporation works with the CSR concept in a strategic and systematic manner, the set CSR values do not correspond to the real corporate values.

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A Start up Socially Responsible Subject of Evolutionary Change in Its Sector

Cited by 2 publications

References 29 publications

Sustainable Partnership: Operational Condition Analysis for Brand Value Co-Creation

Sustainable Partnership: Operational Condition Analysis for Brand Value Co-Creation

A Corporate Case Study: The Application of Rokeach’s Value System to Corporate Social Responsibility (CSR)

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