What part does the corporate brand identity of the centrally acting firm play in environmental open innovation? (Research question 2)

Systemised Learning Capability

Previous research, in regard to Systemised Learning, include the (1) process of gathering experiences from individuals from previous innovation projects, (2) reflecting and embedding these learnings across the organisation and within future external stakeholder relationships, and (3) developing online-resources such as case studies and best practices (Watson et al., 2018). Arguably these Systemised Learning processes indicate that the reflection and learning happens after an innovation project.

However, this study found that especially in the context of radical EOI projects, which may take several years if not decades, reflection happens continuously and is especially sparked by the entrance of new partners. As seen in the case of the Green Fibre Bottle project, partners learned from their initial collaboration and found that similar CSR, mindsets and visions enable a better collaboration. Therefore, when scouting new partners, these learnings were embedded in the partner selection

9.2 What part does the corporate brand identity of the centrally acting firm play in

tomorrow, a better society, and better environment in the process of brewing beer. Through this meaning the brand purpose acts as a catalyst for action towards radical, industry-shifting environmental innovation. This particular role of the brand purpose is in accordance with what previous management papers have proposed (EY & Harvard Business Review, 2015; Accenture, 2018).

Furthermore, the brand purpose acts as a

filter for innovation ideas

as it supports the evaluation of innovation concepts based on brand-/purpose-fit in the early phase. This confirms the previous conceptual framework. Here the brand purpose can act as guiding the evaluation of innovation concept through determining their potential to create a positive impact on society and/or the environment.

However, it needs to be further investigated how exactly and to what extent the purpose guides the evaluation of different innovation ideas.

Moreover, an organisation that is committed to sustainability and that has managed to create a credible reputation around its brand purpose, has an enhanced ability to attract innovation partners. This is an emergent finding derived from the qualitative data. Achieving a credible reputation around the brand purpose, requires the purpose to be activated through purpose -(sustainability)-motivated actions which are then communicated publicly. Actions in this context can be exemplified by sustainability programs, sponsoring research, and continuously seeking incremental/radical environmental product and process innovations.

Within the

development stage, the brand purpose acts as a motivational driver through meaning,

which is in line with the study’s initial conceptual framework. The brand purpose is seen encouraging individuals to commit to the project, and thus helps with overcoming challenges along the innovation development process. The meaning in this context is rooted in the strong belief of creating a better and more sustainable world, which further motivates individuals to be persistent and to not change their route, even in challenging times.

The initial conceptual framework illustrates how the brand purpose guides and supports internal

alignment (Collins & Porras, 1988; EY & Harvard Business Review, 2015). However, the qualitative

interviews indicate that it played a more crucial role within external alignment. From the derived

findings, the brand purpose is found to

guide the alignment

between innovation partners, through

setting ambitions and expectations. Even if it is not clear from the interviews how the purpose guides

the internal alignment of different departments, does not mean that the brand purpose does not create

internal alignment. Instead, the lacking emergence of its internal alignment role is rather due to the

focus of the interviews on the external collaborations. After all, academia shows that a strong brand

Harvard Business Review, 2015). Subsequently, the brand purpose is seen acting as a unifying focal point, which guides internal as well as external alignment in the development stage.

Another finding that emerged from the interviews is the role of the corporate brand purpose as

influencing the higher purpose of the innovation network. In this case study, the Carlsberg brand

purpose is essentially about creating a better and more sustainable world in the process of brewing beer.

The higher purpose of the Green Fibre Bottle, on the other hand, is seen as creating a sustainable packaging solution that ultimately will change the entire packaging industry for the better, henceforth result in a more sustainable world. From the Green Fibre Bottle case, it is established that the corporate brand purpose influences the higher purpose of the innovation network. It becomes evident that these two phenomena need to be in line with each other and work in harmony as the higher purpose could be seen as an “extension” of the brand purpose.

In the after-innovation (or commercialisation stage), the initial conceptual framework suggests that the brand purpose is seen as a

commercialisation tool by creating value and meaning for customers

(Abbing, 2010). Since the Green Fibre Bottle has not yet reached its market introduction, this could not be investigated and therefore needs further exploration.

In conclusion, this research identifies seven roles of the brand purpose. Three of them - namely (1)

inspiring action and change through meaning (2) filtering innovation ideas (3) driving motivation

through meaning - were stated in the initial conceptual framework and could be confirmed based on

the qualitative interviews. Additionally, this research identified three emergent roles - namely, (4)

attracting innovation partners, (5) guiding alignment, and (6) influencing the higher purpose. These

roles further contribute to the understanding of how the brand purpose can facilitate EOI. Lastly, it is

suggested that the role of the brand purpose as commercialisation tool needs further exploration.

9.2.2 Environmental innovation needs purpose and likewise purpose needs environmental innovation

The case study illustrates the power of a flagship environmental innovation project that is sparked and led by the purpose, yet also activates and strengthens the brand purpose internally and externally.

Therefore, as seen in figure 17, brand purpose and the flagship innovation are in reciprocal relationship in which both facilitate and foster each other. In simpler words, environmental innovation needs purpose and likewise purpose needs environmental innovation.

A flagship environmental innovation that is system-shifting yet tangible and easy to understand for the

general consumer and employee, has the power to bring the brand purpose to life and make it accessible

for various internal and external stakeholders. A flagship project, such as the Green Fibre Bottle,

enables the organisation to explain its brand purpose and signify what the company stands for in a

Figure 17: Interrelationship between brand purpose, flagship innovation project and other environmental innovations; own creation

the talk" and, as a result, adds credibility and substance to the brand purpose. Therefore, a strong environmental flagship innovation lends the power to the branding team to structure its communication and activations around a strong purpose.

By fostering and activating the brand purpose, the flagship project further paves the way for other environmental ideas, technologies, and innovations as indicated by the outer loop in the visualisation.

The meaning the flagship project creates, drives and motivates other employees to pursue environmental ideas in their own respective departments. They do so because they feel proud to be part of a company with a strong environmental flagship project. This is further seen enhancing their professional identities by making the employees feel part of something groundbreaking that is important to society and the environment. Notably, this shows the influence of the meaning behind the brand purpose and how it can drive employee motivations in pursuing and engaging in environmental ideas and projects (human element).

In summary, a flagship project is not necessarily intended solely for commercial success, rather it is igniting the brand purpose, driving internal meaning and spurring future environmental innovations within the the organisation.

9.2.3 How does the corporate brand purpose affect stakeholder co-creation capabilities?

(Research question 2b)

Research question 2b aims to explore the connection between the brand purpose and the stakeholder co-creation capabilities. The brand purpose was found to influence two co-creation capabilities, namely Networking Capability and the Value-Framing Capability. These emergent links complement the literature and demonstrate not only that the corporate brand purpose has the potential to influences stakeholder co-creation capabilities but also shows how it does so.

Figure 18: Brand Purpose and its connection to Stakeholder Co-Creation Capabilities; own creation

Figure 18 illustrates how the brand purpose influences the capabilities. As mentioned above, the brand purpose has the ability to attract innovation partners, if the organisation has achieved a commendable reputation around its purpose. Based on this, it is established that the brand purpose enhances the Networking Capability by attracting relevant innovation partners. Furthermore, it is found that the brand purpose influences the Value-Framing alignment. As mentioned in the above section, the brand purpose supports the alignment through guiding the ambition level between innovation partners.

Noteworthy, in this regard, is that the ambition level is seen influenced by the brand purpose.

In document Managing Open Innovation in the Presence of Grand Environmental Challenges: (Sider 108-113)