(wow) Words Of Wonders Level 2667 Answers – Sustainable environments in education: Results of the influence of new environments on the learning process of university students
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(wow) Words Of Wonders Level 2667 Answers
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Received: March 5, 2020 / Revised: March 23, 2020 / Accepted: March 24, 2020 / Published: March 28, 2020
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(This article belongs to Technology, special issues and sustainability in corporate social responsibility (CSR))
Business model (BM) innovation in corporate social responsibility (CSR) has attracted considerable scholarly attention. Understand how CSR affects BM innovation. Therefore, this paper aims to fill these gaps by examining the impact of CSR on BM innovation through the coordinating role of organizational legitimacy (OL). This paper proposes research hypotheses about the relationship between CSR, OL and BM innovation and tests these hypotheses using a hierarchical regression analysis method using data collected from 186 companies. The results of this study show that both CSR and OL have a positive effect on BM innovation. The results also show that CSR has a positive effect on OL and OL, which facilitates the relationship between CSR and BM innovation. This paper provides a new perspective on the relationship between CSR and BM innovation by answering the question of how CSR affects BM innovation. This paper can help managers better understand how to link CSR and BM innovation.
Since the mid-1990s, with the rapid development of technology (especially Internet technology), the concept of a business model (BM) has expanded [1]. BM is not only a system of actions designed to help firms create, distribute, and capture value by exploiting business opportunities [2], but also an institutional structure that firms use to differentiate themselves from competitors and create competitive advantage. [3]; Therefore, it is an important factor to improve the robust process [4, 5, 6].
However, due to the changing environment and the fraudulent nature of BM's first competitor, no matter how new and competitive it becomes, it becomes ineffective and obsolete [7, 8]. Companies must therefore build up their BM to meet the challenges of environmental change and competitive fraud. Especially for successful companies, if they do not keep their BM adaptable to environmental changes, they face a high risk of failure [9]. Thus, BM innovation has become an important factor in keeping the company going and an important source of sustainable competitive advantages [6, 10, 11].
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After obtaining the beneficial results of BM innovation, researchers focused on its earlier identification [12, 13, 14]. Some research has linked organizational internal factors to BM innovations [11]. For example, organizational learning [ 14 , 15 ], dynamic capabilities [ 16 ], managerial awareness [ 13 , 17 ], and corporate entrepreneurship [ 18 ] lead to BM innovation. Other studies have investigated the impact of organizational external factors on BM innovations [11]. For example, stakeholder demands [19, 20], regulatory forces [21], opportunities resulting from new technologies [18, 22] and environmental and urban dynamics [5] have emerged as drivers of innovation. Although the literature has provided valuable insights, gaps remain. For example, research has reduced the number of causes [23] and researchers are still needed to find new causes [13]. This is because the antecedents of BM innovations “may be more unnatural and at different levels” [11] (p. 217). Gaps also include a limited study of a “systematic theory of BM innovation maturity” [11] (p. 211) and lack discussion of the process of causal processes influencing formation. how to implement BM innovations.
New research has begun to focus on corporate innovation driven by corporate social responsibility (CSR). Some studies have shown that an active CSR policy will make established companies pioneers in their innovative BMs against social BMs [24, 25, 26]. Other studies have shown that CSR activities that respond to greater sustainability, such as facilitating inclusive growth and targeting low-income earners, can achieve innovative BM [ 27 , 28 , 29 ]. In summary, these studies emphasize that CSR is the cause of BM innovation and the promotion of CSR integration in corporate BMs [25, 28]. However, the implementation situation is as follows: “Companies have increased their public rhetoric about CSR to the extent that applying CSR principles in their own operations is questionable” [30] (p. 179). . The discrepancy between this rhetoric and reality is “because these companies do not fully integrate CSR into their business model” [30] (p. 179). If the incorporation of CSR in BM is used as a criterion, there are at least three gaps in the literature.
First, some studies have focused on the invention of a purely commercial or for-profit BM when analyzing the role of CSR as a prefix. Existing literature has focused on the impact of CSR on BM innovation towards social or sustainable BM [ 25 , 27 ]. They are primarily focused on solving social and environmental problems and are very different from purely commercial or for-profit BMs, which are primarily focused on profit generation [26, 28]. However, almost all companies engage in purely commercial or for-profit BM rather than social or sustainable BM, as their primary motivation is to make a profit [6, 31]. The existing literature therefore cannot provide an answer to whether companies are interested in incorporating CSR into their BMs.
Second, due to limited research on the theoretical and practical relationship between CSR and BM innovation, there is little understanding of whether CSR has a positive effect on BM innovation. Although existing literature has shown that CSR can lead to innovation in BM [24, 28], these studies are descriptive and preliminary rather than theoretical and evidential. In addition, little practical research has been conducted on the effect of CSR on BM innovation. The existing literature cannot therefore provide an answer as to whether it is really necessary for companies to incorporate CSR into their BM.
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Third, there is a lack of understanding of how CSR affects BM innovation, as exploration of the process mechanisms underlying the relationship between CSR and BM innovation has been neglected. Existing literature mainly discusses the direct effect of CSR on BM innovation [28, 32], leaving managers with little understanding of how to create their CSR-based BM. The existing literature cannot therefore provide an answer to the question of how companies incorporate CSR into their BM.
This article attempts to fill these gaps. First, the paper attempts to analyze the role of CSR as a demonstration of the innovation of a purely commercial or for-profit BM. Contrary to the existing literature, which focuses on the role of CSR as a cause of innovation of social or sustainable BMs, this study focuses on the role of CSR as a precursor to innovation of purely commercial or for-profit BMs. Because most companies' BM is primarily focused on profit. The essence of BM, purely commercial or for profit (hereafter BM), is “to define the way in which a company values its customers, attracts customers to pay for them and converts these payments into profit.” [6] (p. 172) Answers to “the fundamental questions every manager must ask: How do we make money in this business” [33] (p. 3). Second, this paper attempts to explore the relationship between CSR and BM innovation. This research focuses on interpreting the effects of CSR on BM design and testing it using empirical research. Third, this paper seeks to understand the mechanisms through which CSR influences BM innovation by examining the coordinating role of the organization.
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