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Faculty & Research

The Movement for Social*Business Impact

The Movement for Social*Business Impact

Origin and Mission

In November 2016, HEC Paris launched an ambitious initiative: the Movement for Social*Business Impact (MS*BI) 

This movement aims at contributing to a more inclusive economy, where businesses seek to maximize their social impact together with their economic performance.

The Movement for Social*Business Impact is a continuation of the HEC Paris Social Business/Enterprise and Poverty Chair, launched and funded by Danone, Schneider Electric, and Renault in 2008. co-chaired by 2006 Peace Nobel Prize Professor Muhammad Yunus and Martin Hirsch, former High Commissioner for Active Solidarity against Poverty in France, and currently Head of the Greater Paris University Hospitals. The Chair in turn supported the creation of the Action-Tank Social & Business, designed to incubate inclusive business models fighting poverty in France. Since 2010, the Action-Tank has helped develop and implement innovative poverty alleviation projects, bringing together companies, NGOs, public and academic authorities.


MS*BI focuses on four key actions :

  • This movement aims at contributing to a more inclusive economy, where businesses seek to maximize their social impact together with their economic performance.
  • Catalyzing world-class research on social business by building on partnerships with the best international academic teams.
  • Strengthening and broadening teaching opportunities focused on training a new generation of managers.
  • Accelerating the deployment and scaling up of social business projects incubated in France.
  • Providing institutional resources to develop international social business incubation models, which offer essential goods and services to the poorest populations.  
logo MSBI



Alleviate poverty and implement inclusive business solutions with Danone Communities


Developing innovative solutions on inclusive and sustainable mobility


Giving access to reliable, safe, efficient, and sustainable energy.


Developing initiatives on gender balance, inclusion of local businesses and food waste


Develop social and solidarity entrepreneurial solutions and giving access to drinking water in rural areas


Behavorial Economics with Programme Malin, Blédina


Social Business Certificate - HEC Paris
In 2009, the Social Business/Enterprise and Poverty (SB/EP) Certificate was launched as part of HEC Paris’ long-lasting commitment to tackling social and environmental issues. Fast forward to the evening...
S&O - Sustainability is the new strategy
During the “Sustainability is the New Strategy” Challenge on September 6-7, 2018, fifty HEC Paris M1 students learned how sustainability challenges are radically reshaping the way we think and do business...
Movement for Social*Business Impact Donors Encourage SnO Research on More Inclusive Global Economy - HEC Paris 2018
HEC Paris’ Society and Organization Center (SnO) and the Movement for Social*Business Impact (MS*BI), convened for a March 6 meeting between all six major corporate donors to share the fruits of their...
OECD news on wellbeing
How can the business community measure work’s impact on our well-being? The question was at the heart of a major two-day workshop co-organized by the OECD, HEC Paris and Fordham University, culminating on...

Executive Factsheets

Yes, it does. The scientific evidence is numerous. Even though CSR often entails higher costs, overall it does not destroy firm value. Instead, CSR tends to increase firm value, at least modestly. 


Corporate social responsibility (CSR) has been an increasingly key component of managerial and investment decisions. As of 2018, 1,800 institutions representing over $80 trillion in asset under management have committed to integrating environmental, social, and governance issues into their investment decisions.(1) In order to assess companies’ corporate social performance, managers, investors, and consumers often make use of CSR ratings, which are CSR performance of companies assessed by social rating agencies. Yet, standardized metrics for CSR, as common in financial statements, are often missing.


In times of fierce competition for skilled labor, it has become increasingly difficult for corporations to attract, motivate and retain qualified employees. Organization researchers concur that CSR can give a company a crucial edge in this “war for talent”. The prerequisite, however, is that it is done adequately: Employees need to be convinced that their organization is serious about CSR.


Companies that operate in many different countries are likely to be confronted with a larger array of stakeholders that include customers, employees, communities, and institutions from varying geographical settings. CSR issues, stakeholder expectations, and ethical standards can diverge across national contexts(1). This complicates the implementation of CSR. 


Studies of investor responses to CSR ratings show mixed results, while studies of firms’ responses to CSR ratings generally show that firms care about CSR ratings, particularly when the ratings are low.