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Includes bibliographical references and index.

Cover -- Title Page -- Copyright -- Contents -- Foreword -- Preface -- Introduction -- PART 1: Review of Publications -- Chapter 1: From CSR to Business Models of Access to Goods and Services for All -- 1.1. Corporate social responsibility (CSR) -- 1.1.1. Origins and definitions -- 1.1.2. The question "why?": why should businesses adopt socially responsible behavior? -- 1.1.2.1. The business ethics trend -- 1.1.2.2. The business and society trend -- 1.1.2.2.1. Stakeholder theory -- 1.1.2.2.2. Neo-institutional theory -- 1.1.2.3. The strategic/opportunist approach: the so-called business case -- 1.1.2.3.1. Universal business case -- 1.1.2.3.2. Contingent business case -- 1.1.2.3.3. Business case and intangible assets -- 1.1.2.3.3.1. Stakeholder dialog -- 1.1.2.3.3.2. Learning -- 1.1.2.3.3.3. Innovation -- 1.1.2.3.3.4. Human capital -- 1.1.2.3.3.5. Reputation -- 1.1.2.3.3.6. Culture -- 1.1.2.4. What is in the purpose of business? -- 1.1.3. The question of "how?": how can businesses implement socially responsible behavior? -- 1.1.3.1. Analysis of trigger factors -- 1.1.3.2. Process analysis -- 1.1.3.2.1. From a defensive attitude to one of proactive commitment: description of the major stages -- 1.1.3.2.2. From a defensive attitude to proactive commitment: the levers implemented -- 1.1.4. Are we heading toward CSR 2.0? -- 1.2. Social models providing access for all -- BOP/social business -- 1.2.1. Introduction to poverty and market approaches -- 1.2.2. The set of BOP themes -- 1.2.2.1. The opportunities and threats of BOP -- 1.2.2.2. Criticisms of the BOP approach -- 1.2.2.3. Toward new BOP ideas: BOP 2.0 -- 1.2.2.4. BOP and first mover advantage -- 1.2.2.5. BOP: the learning and innovation laboratory -- 1.2.2.5.1. Learning and innovation at the heart of BOP populations -- 1.2.2.5.1.1. Learning and new ways of thinking.

1.2.2.5.1.2. Product innovation/packaging/processes -- 1.2.2.5.1.3. Innovative business models or breakthrough innovations -- 1.2.2.5.2. Levers and key success factors for learning and innovation -- 1.2.2.5.2.1. Immersion in and increased listening to needs -- 1.2.2.5.2.2. New partnerships -- 1.2.2.5.2.3. Confrontation with extreme constraints -- 1.2.2.5.2.4. Implementation of specific organization and internal adaptedmanagement methods -- 1.2.2.6. BOP: Toward an essential return to business reactions -- 1.2.2.7. BOP: a lever for reverse innovation -- 1.2.2.8. BOP: Is it a Global Transformational Business Lever? -- 1.2.3. The set of themes within social business -- 1.2.4. Conclusion of the review of publications on CSR/BOP/social business -- Chapter 2: Strategic Renewal -- 2.1. Definitions and issues -- 2.1.1. Incremental change vs. radical change -- 2.1.2. Intentional change vs. unintentional change -- 2.1.3. Cognition vs. action -- 2.2. Barriers to strategic renewal -- 2.3. Determinants of strategic renewal -- 2.4. Link between organizational learning and strategic renewal -- 2.5. Conclusion of the strategic renewal literature review -- Chapter 3: Individual Competencies to Organizational Competencies -- 3.1. Theoretical analysis of the linkage of individual, group and organizational competencies -- 3.2. Empirical analysis of the linkage of individual, group and organizational competencies -- 3.3. Conclusion of the literature study on competencies -- Conclusion to Part 1 -- Summary of literature review -- Development of the theoretical model of our research, from the analysis of the literature -- Empirical Part of the Research -- PART 2: Empirical Part of the Research -- Chapter 4: Methodological Characteristics of the Empirical Study -- 4.1. Qualitative research methodology of exploratory nature -- 4.1.1. Research of exploratory nature.

4.1.1.1. An abductive approach -- 4.1.2. Qualitative research -- 4.1.2.1. Qualitative research based on the case study method -- 4.1.2.2. Longitudinal approach to process analysis -- 4.2. General research design -- 4.2.1. Identification of the case -- 4.2.1.1. Introducing Danone (history, culture, organization) -- 4.2.1.1.1. History and evolution of the group business portfolio -- 4.2.1.1.2. Group history and evolution of societal concern -- 4.2.1.1.3. Danone's culture -- 4.2.1.2. Reasons for choosing Danone as main field for analysis -- 4.2.2. Selection of projects studied at Danone and identification criteria -- 4.2.2.1. Selected projects -- 4.2.2.2. Reasons for choosing the projects -- 4.2.3. Delimitation of the study period -- 4.2.4. Interviews -- 4.2.5. Selection of interviewees -- 4.2.6. Other sources of information -- 4.2.6.1. Observation -- 4.2.6.2. Archive and other documentary source analysis -- Chapter 5: Analysis of the Danone Case: Illustration of the Strategic Renewal Process Based on the SBOP Projects -- 5.1. The individual -- 5.1.1. Intuitions -- 5.1.1.1. Intuitions of the leaders (F. Riboud, E. Faber) -- 5.1.1.2. Intuitions of the "champions" (F. Colomban, G. Gavelle) -- 5.1.1.3. Analysis of blocks and levers -- 5.1.1.3.1. Blocks -- 5.1.1.3.2. Levers -- 5.1.1.4. Conclusion on intuitions -- 5.1.2. Acquisition of individual competencies -- 5.1.2.1. Acquisition of individual competencies -- 5.1.2.1.1. Competencies related to the different functions of the value chain -- 5.1.2.1.2. Transversal competencies -- 5.1.2.2. Analysis of blocks and levers -- 5.1.2.2.1. Blocks -- 5.1.2.2.2. Levers -- 5.1.2.3. Conclusion on the acquisition of individual competencies -- 5.1.3. Conclusion of the first level: the individual -- 5.2. The group -- 5.2.1. Interpretation and integration -- 5.2.1.1. Interpretation.

5.2.1.1.1. Interpretation of the intuitions of the leaders and "champions" -- 5.2.1.1.2. Interpretation/sharing of experiences by the actors of the 1st ring -- 5.2.1.1.3. Conclusion on interpretation -- 5.2.1.2. Integration -- 5.2.1.2.1. First level of integration: the two pilot projects -- 5.2.1.2.2. Second level of integration in emerging countries -- 5.2.1.2.3. Third level of integration in developed countries -- 5.2.1.2.4. Conclusion on integration -- 5.2.1.3. Analysis of blockage points and levers for the processes of interpretation and integration -- 5.2.1.3.1. Blockage points -- 5.2.1.3.2. Levers -- 5.2.1.4. Conclusion of interpretation and integration -- 5.2.2. Acquisition of collective skills -- 5.2.2.1. Acquisition of collective skills -- 5.2.2.1.1. Understanding the customers and offering them products thatserve their needs -- 5.2.2.1.2. Constructing distribution systems with/for poor people -- 5.2.2.1.3. Co-creating with external partners -- 5.2.2.1.4. Developing and implementing new business models -- 5.2.2.2. Analysis of blocks points and levers -- 5.2.2.2.1. Blocks points -- 5.2.2.2.2. Levers -- 5.2.2.3. Conclusion of the acquisition of the collective skills -- 5.2.3. Conclusion of the second level: the group -- 5.3. The organization -- 5.3.1. Institutionalization -- 5.3.1.1. Strategy and structures -- 5.3.1.1.1. Strategy -- 5.3.1.1.2. Structures -- 5.3.1.2. Systems -- 5.3.1.2.1. Human resources -- 5.3.1.2.2. Knowledge management -- 5.3.1.3. Conclusion of institutionalization -- 5.3.2. Acquisition of organizational competencies -- 5.3.2.1. Acquisition of organizational competencies -- 5.3.2.2. Strategic character and societal impact of these organizational competencies -- 5.3.2.3. Conclusion of acquiring organizational competencies.

5.3.3. Analysis of the blocks and levers of the institutionalization and the development of organizational competencies -- 5.3.3.1. Blocks -- 5.3.3.2. Levers -- 5.3.4. Conclusion of the third level: the organization -- Chapter 6: Analysing Other Cases: Schneider, Renault, Essilor, Bouygues and Bel -- 6.1. Schneider Electric -- 6.1.1. 4I processes -- 6.1.1.1. Intuitions -- 6.1.1.2. Interpretations -- 6.1.1.3. Integration -- 6.1.1.4. Institutionalization -- 6.1.2. Developing new competencies: individual, collective and organizational -- 6.1.3. Limits and prospects -- 6.2. Renault -- 6.2.1. 4I Processes -- 6.2.1.1. Intuitions -- 6.2.1.2. Interpretations -- 6.2.1.3. Integration -- 6.2.1.4. Institutionalization -- 6.2.2. Developing new competencies: individual, collective and organizational -- 6.2.3. Limits and prospects -- 6.3. Essilor -- 6.3.1. 4I processes -- 6.3.1.1. Intuitions -- 6.3.1.2. Interpretations -- 6.3.1.3. Integration -- 6.3.1.4. Institutionalization -- 6.3.2. Developing new skills: individual and shared -- 6.3.3. Limits and prospects -- 6.4. BEL -- 6.4.1. 4I processes -- 6.4.1.1. Intuitions -- 6.4.1.2. Interpretations -- 6.4.1.3. Integration -- 6.4.1.4. Institutionalization -- 6.4.2. Developing new competencies: individual and collective -- 6.4.3. Limits and horizons -- PART 3: Discussion -- Chapter 7: Theoretical Contributions -- 7.1. Managerial contributions -- 7.1.1. Managerial contributions for Danone -- 7.1.1.1. For All strategy -- 7.1.1.2. Danone's strategic renewal -- 7.1.2. Managerial contributions for Schneider, Renault, Essilor and Bel -- 7.1.3. Managerial contributions for other businesses -- 7.1.4. Summary of this research's contributions to management -- 7.2. Humanist contributions -- 7.2.1. Development of poor countries and the role of multinational businesses.

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