Creating shared value: the case of innovability at Suzano in Brazil
Purpose – This study aims to investigate how Suzano implemented shared value (SV) strategies to reconcile profitability and social welfare by joining innovation and sustainability. Design/methodology/approach – The authors use an exploratory, descriptive qualitative approach using the interactive qu...
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| Format: | Article |
| Language: | English |
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Emerald Publishing
2021-12-01
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| Series: | Innovation & Management Review |
| Subjects: | |
| Online Access: | https://www.emerald.com/insight/content/doi/10.1108/INMR-07-2021-0120/full/pdf?title=creating-shared-value-the-case-of-innovability-at-suzano-in-brazil |
| _version_ | 1797995132001189888 |
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| author | Silvia Ferraz Nogueira De Tommaso Vanessa Pinsky |
| author_facet | Silvia Ferraz Nogueira De Tommaso Vanessa Pinsky |
| author_sort | Silvia Ferraz Nogueira De Tommaso |
| collection | DOAJ |
| description | Purpose – This study aims to investigate how Suzano implemented shared value (SV) strategies to reconcile profitability and social welfare by joining innovation and sustainability. Design/methodology/approach – The 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. Findings – The 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/implications – This 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 implications – 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. The SV system developed in this study may be used by business leaders to disseminate the SV policies and practices in their organization. Social implications – The 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/value – The 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. |
| first_indexed | 2024-04-11T09:56:36Z |
| format | Article |
| id | doaj.art-c2b91c2473d14bb5a36ae763ff36b802 |
| institution | Directory Open Access Journal |
| issn | 2515-8961 |
| language | English |
| last_indexed | 2024-04-11T09:56:36Z |
| publishDate | 2021-12-01 |
| publisher | Emerald Publishing |
| record_format | Article |
| series | Innovation & Management Review |
| spelling | doaj.art-c2b91c2473d14bb5a36ae763ff36b8022022-12-22T04:30:36ZengEmerald PublishingInnovation & Management Review2515-89612021-12-0119320822110.1108/INMR-07-2021-0120678238Creating shared value: the case of innovability at Suzano in BrazilSilvia Ferraz Nogueira De Tommaso0Vanessa Pinsky1Faculty of Economics Management and Accountancy, University of Sao Paulo, Sao Paulo, BrazilBusiness Management, University of Sao Paulo, Sao Paulo, Brazil and Mestrado Profissional, Faculdade FIA de Administracao e Negocios, Sao Paulo, BrazilPurpose – This study aims to investigate how Suzano implemented shared value (SV) strategies to reconcile profitability and social welfare by joining innovation and sustainability. Design/methodology/approach – The 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. Findings – The 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/implications – This 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 implications – 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. The SV system developed in this study may be used by business leaders to disseminate the SV policies and practices in their organization. Social implications – The 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/value – The 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.https://www.emerald.com/insight/content/doi/10.1108/INMR-07-2021-0120/full/pdf?title=creating-shared-value-the-case-of-innovability-at-suzano-in-brazilshared valueinnovationsustainabilitystrategyiqa method |
| spellingShingle | Silvia Ferraz Nogueira De Tommaso Vanessa Pinsky Creating shared value: the case of innovability at Suzano in Brazil Innovation & Management Review shared value innovation sustainability strategy iqa method |
| title | Creating shared value: the case of innovability at Suzano in Brazil |
| title_full | Creating shared value: the case of innovability at Suzano in Brazil |
| title_fullStr | Creating shared value: the case of innovability at Suzano in Brazil |
| title_full_unstemmed | Creating shared value: the case of innovability at Suzano in Brazil |
| title_short | Creating shared value: the case of innovability at Suzano in Brazil |
| title_sort | creating shared value the case of innovability at suzano in brazil |
| topic | shared value innovation sustainability strategy iqa method |
| url | https://www.emerald.com/insight/content/doi/10.1108/INMR-07-2021-0120/full/pdf?title=creating-shared-value-the-case-of-innovability-at-suzano-in-brazil |
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