Organizing for Positive Impact: Towards a theory of Triple Bottom Line Innovations.

Organizations that seek to 'do well by doing good' depend on innovations that cater to the triple bottom line (TBL) - that is, innovations that simultaneously prioritize economic, social, and environmental objectives. This study investigates the organizational factors that are involved in affecting such innovations. We drew upon a database of case studies that were developed as part of a global Appreciative Inquiry (AI) initiative. Our analysis of TBL innovations in 36 medium-sized, for-profit companies in the United States showed that when leaders and organizations are socially and ecologically embedded, and take a long-term view of the business, it inspires innovations that prioritize positive impact. These innovative ideas are successfully implemented through incorporating elements of collaborative boundary spanning, awareness building, and circular value chains; and ultimately have the potential to be transformational in their TBL performance. We also find evidence that the institutional context affects the potential for such innovations. Our analysis points to the idea of reframing corporate responsibility and sustainability as 'flourishing' by placing social and ecological value creation at the core of the purpose of business. [ABSTRACT FROM AUTHOR]