Integrating Corporate Social Innovations and cross-collaboration: An empirical study

This article presents a new way of implementing corporate social innovations (CSI) through cross-collaboration, by analyzing the integration of these two constructs, which are usually studied separately, offering an actual perspective to address persisting social problems while reaching business results. Our findings are based on case studies conducted with key executives and consultants from social enterprises, nonprofits, multinational corporations, large enterprises, and B-Corps from Brazil, USA, Canada, Iceland, and Sweden to compare different regions with different social problems using Mirvis and Googins (2017) framework to analyze the integration of CSI and cross-collaboration in corporate strategies. Results allow us to propose a new spectrum between social and commercial business models and their relationships with governments and civil society, demonstrating that the action of all stakeholders is already taking place in different ways according to the realities of each region, promoting impactful results that are beneficial for business and society.