Responsible Innovation: A Complementary View from Industry with Proposals for Bridging Different Perspectives

Abstract

This paper presents a consensus view on Responsible Innovation by a group of industry practitioners, each with high level management experience in driving innovation from within industrial companies operating in different sectors. The authors argue that, while a substantial body of academic research on Responsible Research & Innovation (RRI) of potential interest now exists, it is failing to have impact in the industrial community, where it is understood to be partially targeted, because many of the concepts, tools and methodologies are not aligned with current industrial practices. This is leading to a misconception as to where industry stands on topics addressed by RRI and difficulties in forwarding a dialogue that is meaningful to both parties. The need to distinguish between processes relating to research and innovation is argued, together with the view that research into RRI should encompass more of the on-going work being carried out in related fields such as the role of companies in society, the debate around Corporate Social Responsibility (CSR) and Corporate Shared Value (CSV), responsible digital innovation, the elements of ethical leadership, sustainable investment policies and work on establishing social impact factors as well as public concerns on innovation. Directions for an alignment of the terminology and concepts are also proposed. This paper is to be viewed as an attempt at bridging perspectives with the aim of finding common ground to develop the field of RRI further so that it provides effective concepts, tools and methodologies to guide industrial innovation towards better societal outcomes.

Meta-Responsibility in Corporate Research and Innovation: A Bioeconomic Case Study

“…At the time of this case study, Bio2X was a relatively early-phase project, termed as the "pre-engineering phase" by the team members. In terms of a typical innovation process model [5], the project, to a major extent, was in the exploration stage (applied research) and to some extent in the development stage (pilot and demonstration), with the implementation stage (delivering value to consumers and society) still years ahead. Characteristic of early-phase R&I is high uncertainty regarding the project's outcome [1,13].…”

“…Precautionary principle vs. innovation principle [5,12]. Anticipation of the impacts of innovation [2,3].…”

“…In a similar vein, a few studies remark that RRI's practical relevance remains fundamentally hampered as long as it remains unspecific about the core concept of responsibility [5][6][7]. This largely boils down to the absence of a systematic framework that would provide an inventory of different responsibilities within R&I.…”

Relational Benefit on Satisfaction and Durability in Strategic Corporate Social Responsibility

“…By building a model in which enterprises, consumers and communities alike will grow rather than see only one-sided support [25], companies can not only strengthen their profits but also strengthen activities to secure business competitiveness in the market, which means, in terms of social, environmental, and ethical responsibilities, they are not just complying with legal requirements but are leading in commitments and practices [11]. These strategic CSR activities enhance sustainable growth and development in the company's policy and management approach and lead the company to think about constructive alternatives to social and environmental performance as well as non-financial goals [7]. And strategic CSR activities became a source of good and a wellspring of innovation, competitive advantage and value creation for the firm [26].…”

“…In response, by developing strategic CSR for developing countries around the world, including those in Southeast Asia such as Vietnam and Myanmar, Korean companies have also gone beyond the past social contributions centered on simple support and donation and are now carrying out activities that induce social development such as supply network establishment through market creation and coexistence [6,7]. In particular, as enterprises redefine value chain productivity, strategic CSR activities are influenced by various social issues and influences, such as natural resources, water use, health and safety, working conditions and elimination of discrimination in the workplace.…”