Innovation ecosystems and Corporate Social Responsibility: Which dynamic capabilities are needed?

This study investigates the dynamic capabilities (DCs) required by firms to implement Corporate Social Responsibility (CSR) strategies grounded in innovation ecosystems (IEs), an emerging approach that integrates multi-level, multi-actor collaboration for pursuing systemic impact. While IE-based CSR strategies hold significant potential, they involve managing the inherent complexities of IEs, in terms of actors, structures, relations, governance and strategies. To do so, firms need to have specific DCs, representing the skills, resources, and capacities to manage IE-based CSR strategies. Although the literature exploring DCs for sustainability strategies and ecosystem management is expanding, there are still no contributions addressing DCs needed for firms to manage IE-based CSR. To address this gap, we conceptually frame and then explore through a single case study analysis the micro-foundations of dynamic capabilities (MofDCs) useful in enacting IE-based CSR strategies. Our analysis identifies fifteen critical sensing, seizing and reconfiguring MofDCs: many of them are novel compared to the literature, thus specific to IE-based CSR strategies. Also, we find out that these MofDCs play a pivotal role in facing the complexities characterizing such CSR approach. This study contributes to the growing literature at the intersection of CSR and IEs: by keeping the theoretical lens of DCs, it uncovers which skills, processes and resources firms need to enact CSR strategies grounded in IEs. Therefore, we contribute to the literature on DCs in sustainability-related settings, by focusing on sustainability strategies at the ecosystem-level. Practically, this study offers a framework for managers seeking to navigate the complexity of IE-based CSR strategies. • CSR based on innovation ecosystem (IE) requires specific dynamic capabilities. • The IE promoter needs to monitor TBL impacts at IE level to sense opportunities. • Granting the credibility of the IE promoter is a fundamental seizing capability. • Defining a dedicated evolving mixed governance is a key reconfiguring capability. • The IE is expected to be able to reconfigure, self-sustain and scale up impacts.