Linking Social Accountability Management and Organizational Innovation: A 'New' Approach to Value Creation

Prepared for: Industry Canada
Prepared by: The Conference Board of Canada
June 2002

TABLE OF CONTENTS

1.0 Introduction

2.0 Research Methodology

3.0 Terminology

3.1 Innovation
3.2 Social Accountability Management

3.2.1 Management Process and Components

4.0 Key Findings

4.1 State of the Literature
4.2 Creating Business Value: The Case for Linking Social Accountability Management with Organizational Innovation
4.3 Putting the Pieces Together: A Conceptual Framework
4.4 Context

4.4.1 Dynamic Interdependence- 'New' Sources of Value Creation in the Knowledge Economy
4.4.2 Creating Value - A Networked View
4.4.3 Innovation and Learning Through Collaboration
4.4.4 Beyond Customers: New Windows of Insight Through Stakeholder Relationships
4.4.5 Social Accountability Management: Building Knowledge Pathways for Innovation

4.4.5.1 Innovation through Partnership (UK)
4.4.5.2 Institute for Social and Ethical Accountability (ISEA) 'AA1000' Series

5.0 Case Study: DuPont Canada

5.1 Creating Societal and Business Value Through Innovation
5.2 Collaborating for Sustainable Growth
5.3 Moving Towards a Value Paradigm: Innovation and Corporate Citizenship
5.4 Stakeholder Collaboration for Innovation and Value Creation
5.5 Social Innovation Enterprise: Cultivating 'Breakthrough Results'
5.6 The Business Case: Stakeholder Engagement As a Driver of Innovation

6.0 The Social Accountability & Innovation Assessment Framework

7.0 Conclusion

Appendix A

Bibliography

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