1 Introduction

The production volume of rice for rice flour (a part of new demand rice) in 2022 reached 45,903 tons in Japan. The top five prefectures of Niigata (12,731 tons; 27.7%), Tochigi (8035 tons; 17.5%), Saitama (4395 tons; 9.6%), Akita (2569 tons; 5.6%), and Ishikawa (2176 tons; 4.7%) account for 65.1% of the whole country (MAFF 2023). The reason why the production of rice for rice flour is concentrated in specific regions is that it is necessary to develop actual users and to collaborate with primary processors, secondary processors, and distributors to receive subsidies (Kinoshita 2012). On the other hand, a survey report on the use of rice flour by food manufacturers conducted by the NPO Domestic Rice Flour Promotion Network (2017) pointed out that the characteristics of consumers targeted by companies that sell domestically produced rice flour products are those with high health consciousness and allergies, and insisting on `domestic production' and `local production for local consumption'; the high price of rice flour is the most important issue in expanding its usage.

However, through an interview survey, Takahashi (2012) revealed that the formation of a self-sustaining industrial cluster in Kumamoto Prefecture is contributing to the development of a rice flour-related business aimed at solving social issues. In particular, by collaborating with producers, distributors, processing companies, and related research institutions, flour milling companies have succeeded in reducing costs and creating demand by introducing high-yield rice.

As an empirical study on the CSV management of rice flour-related corporates in Japan, Kiminami et al. (2024) clarified the relationships among business philosophy, business strategy, and business outcome of rice flour-related corporates by introducing structural equation modeling (SEM) and cognitive map analysis to the results of a questionnaire survey. The results revealed that the management philosophy (Effective Altruism, and member of the Rice Flour Association) of rice flour-related corporates influences their business strategies (potential head market, tail market, organizational learning, and proposals from stakeholders) which induce innovation and determine business performance (current performance and future prospects for shared value creation), and the business performance reflects their expectations for the rice flour market and influences the direction of market development. Based on the analytical results, the research suggested a policy innovation that strengthens effective altruism and creating shared value through organizational learning of stakeholders in rice flour-related businesses.

Therefore, the purpose of our study is to clarify the conditions for approaching CSV management in the domestic rice flour-related businesses following up the results of previous study. The methodology of this research is unique in that latent class analysis (LCA) was introduced to the survey results for classifying the management characteristics of rice flour-related businesses, and a qualitative comparative analysis (QCA) was conducted on the CSV management entities extracted from the LCA to clarify the necessary and sufficient conditions for approaching CSV management. Based on the empirical analysis results, we will derive policy implications of regional science.

2 Literature review

2.1 Creating shared value

Creating shared value (CSV) is the idea that companies create social value by working to solve social needs and problems, and as a result, economic value is created (Porter and Kramer 2011). CSV is often criticized as being vague in its differences from corporate social responsibility (CSR). According to Dembek et al. (2016), the definition of CSV is roughly divided into those that emphasize conceptual theory and those that emphasize the relationship with real society. The former includes Porter and Kramer, and the later includes Maltz et al. (2011). These different positions on the definition of CSV are also reflected in different views on the relationship between CSV and sustainability. In addition, as pointed out by Horings (2015), there are three ways to understand regional value: economic, intentional, and symbolic approaches. In terms of sustainable regional development, it is thought that the companies introducing CSV have a formation process with management philosophy and market strategy that is different from the companies without introducing CSV.

Although there are no studies targeting the rice industry or rice flour, there are some empirical analyses on shared value creation in the agriculture and food sectors. Wiśniewska-Paluszak and Paluszak (2019) found that companies engaged in CSV in Polish agribusiness are gaining new competitive advantages through solving social issues and redefining business models through cooperation with stakeholders. Additionally, Saraswati (2021) pointed out that Indonesian food companies create value by placing the highest priority on consumers, while also creating shared value with society, employees, the environment, and business partners. Furthermore, using mixed methods research, Kiminami et al. (2022) found that social entrepreneurs as the creative class in Japanese urban agriculture are approaching shared value creation while generating cognitive innovation through organizational learning with stakeholders.

2.2 Effective altruism

Effective altruism (EA) is an evidence- and theory-based philosophy or movement that seeks to maximize the improvement of the world, with particular emphasis on the areas of global poverty, human existential risk, and animal welfare (MacAskill 2015). EA is particularly useful for maximizing social impact with limited resources when the scale is large (social problems that can be solved), the visibility is low (niche), and there are no other viable alternatives. The idea of EA enables impact assessment and prioritization of projects that solve social problems, and many efforts are already being put into practice. As a practical initiative in the agriculture and food sectors, there is a movement to promote the production of alternative proteins (Good Food Institute), as well as R&D and market entry by private companies. In addition, research is being conducted to focus on the awareness and behavior of individuals who engage in donation behavior based on EA, and to analyze the factors that promote and inhibit it (e.g., Jaeger and van Vugt 2022). However, there are no examples of empirically analyzing the decision-making and actions of existing businesses and companies from the perspective of EA.

2.3 Social innovation in rice market

Kiminami et al. (2021a) pointed out that the bottleneck in creating innovation in Japan’s rice cultivation to date is that agricultural policies (push policies), including rice policies, have not had the expected effects. Although rice production adjustment has been officially abolished, it still exists as a game equilibrium and customary system, and even if there are structural reforms in the economic realm, cultural belief systems (peasantism) dominate the political and social realm of the system.

On the other hand, Christensen et al. (2019) classify innovation into three types: sustaining innovation, efficiency innovation, and market-creating innovation, and point out the following: market-creating innovations create new markets that serve people for whom products either did not exist or where existing products were not affordable for a variety of reasons, making complex and expensive products far more affordable. Market-creating innovation is a strong foundation for sustained economic prosperity; for markets to be created and sustained, they must be profitable, or at least have the prospect of producing profits in the future. It is also important to create jobs and, most importantly, to change the culture through new markets. On the other hand, it is pointed out that because a society’s institutions reflect the culture and values of its people, a pull strategy is needed, rather than simply pushing effective institutions.

Social innovation (SI) is a new solution to meet social needs. It also leads to new or better capabilities and relationships, and better utilization of resource assets, increasing a society's ability to act (Murray et al. 2010). Europe explicitly incorporated SI in its food and agricultural innovation policies in 2010 (European Commission 2010). In 2020, the "Farm to Fork Strategy (F2F)" was launched with the aim of creating a sustainable food system, and it is introducing policies that place particular emphasis on addressing environmental and climate change issues (European Commission 2020). These can be said to be policy innovations that combine push and pull strategies to promote SI in the food and agriculture sector by popularizing the CSV-type management.

2.4 Long tail theory and corporate strategy

Traditionally, sales at brick-and-mortar stores focused on best-selling products, which accounted for about 20% of the total sales, based on the Pareto principle (80% of sales are generated by 20% of good customers). However, consumer choice theory in economics has been extended to accept considerations, such as the cost of information gathering, the incompleteness of information, and the limitations of consumers’ cognitive abilities in gathering and processing information.

As Anderson (2008) has argued, e-commerce and other new technologies improve efficiency by facilitating the entry of new producers and innovations, creating a “long tail” of niche products. And reducing the market share of previously popular products. However, the development of a long-tail market requires not only an efficient distribution system for a wide variety of products and services, but also the ability to meet consumers with diverse niche needs and provide products and services that meet their needs. Salvador et al. (2020) found that business success in long-tail markets requires reducing the cost of creating and maintaining large assortments on the supply side and exploring large assortments on the demand side.

However, the characteristics of a company’s long-tail strategy differ depending on the characteristics of the business (e.g., online retailer, brick-and-mortar retailer, manufacturer, etc.). Therefore, to establish a long-tail market, promotions that increase latent demand in the tail, a system that can supply many niche products at low prices, mechanization, and mass customization to efficiently produce a wide variety of products in small quantities are necessary (Ministry of Agriculture, Forestry and Fisheries 2019). Furthermore, Kiminami et al. (2021b) explicitly used the long-tail market concept to study the Japanese rice market. The results showed that rice consumption can be expanded through market-creating innovation to expand the head portion by satisfying latent needs for rice, and expand the tail potion by doing business that leverages consumers’ internal motivation.

2.5 Organizational learning

There are various theories on organizational learning, each with different learning subjects, purposes, processes, and styles. Huber (1991) describes organizational learning as a process by which an organization acquires new information and knowledge, periodically modifies that knowledge, and changes the organization’s potential scope of action. Senge (2006) considers an organization that continuously develops its ability to adapt and change to be a learning organization, with growth in five areas: systems thinking, personal mastery, mental models, building a shared vision, and team learning. According to Iriyama (2019), in business administration, innovation is a part of organizational learning in a broad sense, and it is common to acquire new knowledge through learning and reflect it in organizational outcomes.

Tippins and Sohi (2003) used structural equation modeling to evaluate the introduction of organizational learning in IT companies using four indicators (knowledge acquisition, knowledge diffusion, knowledge interpretation, and organizational memory), and found that organizational learning has an impact on corporate performance. Furthermore, Attia and Eldin (2018) analyzed the impact of knowledge management capabilities, organizational learning, and supply chain management on organizational performance of food companies in Saudi Arabia, and found that organizational learning improves corporate performance. Furthermore, Kiminami et al. (2024) clarified the relationship between a company’s management philosophy, management strategy, and management performance.

3 Analytical framework and methods

3.1 Analytical framework

Based on the results of the literature review above, we frame our research questions as follows: What is the current situation of CSV-type management in rice flour-related businesses in Japan? What are the conditions for approaching CSV management under the circumstances? If policy innovation is required for rice flour-related businesses? The analytical framework for this study is shown in Fig. 1. To achieve the research purpose, we formulate the following hypotheses for verification. In addition, in this study, latent class analysis (LCA) will be applied to verify Hypothesis 1 and qualitative comparative analysis (QCA) will be applied to verify Hypothesis 2.

Fig. 1
figure 1

Analytical framework

Full size image

Hypothesis 1: There are very few rice flour-related businesses in Japan that have approached CSV-type management.

Hypothesis 2: A sufficient condition for approaching CSV-type management in rice flour-related businesses is the combination of the management philosophy of effective altruism and various management strategies (long tail/organizational learning/innovation/stakeholder proposals).

3.2 Data and analysis methods

3.2.1 Questionnaire survey

The questionnaire was distributed to retailers and stores listed on each Agricultural Administration Bureau website, members of the National Rice Flour Association (only those listed on the website), companies supporting the R10 Project,Footnote 1 and rice flour distributors. The survey was conducted by mail in September 2022, and the final distributed number was 974 (excluding those to unknown addresses), and the returned number was 240. The main asked questions include basic attributes (industry classification, number of employees, sales), effective altruism, market potential, organizational learning, innovation, and management performance. Table 1 is a summary of surveyed attributes. Looking at the industries, “food manufacturing” accounts for more than half, followed by “agriculture, forestry and fisheries”, “food distribution”, and “restaurant”. In terms of sales, “10 million yen to less than 30 million yen” was the most common, followed by “100 million yen to less than 500 million yen” and “less than 10 million yen”. The percentage of companies with sales of 500 million or more is about 24.3%, and large companies account for a certain number. In terms of number of employees, “0 to 5 or less” was the highest, followed by “6 to 20 or less” and “21 to 50 or less”. In addition, 231 samples were used in the analysis, excluding samples whose basic attributes were not answered (Appendix 1).

Table 1 Summary of survey target attributes
Full size table

3.2.2 Mixed methods research

Traditional research has adopted either the “qualitative method”, which understands phenomena by describing them in detail and accurately, or the “quantitative method”, which captures phenomena quantitatively and understands them through statistical analysis. However, to elucidate complex phenomena and problems, the data to be collected and analysis methods may become complex. For this reason, a mixed methods approach that integrates qualitative and quantitative research is currently attracting attention as a research method.

Creswell and Plano Clark (2017) summarized mixed methods approaches into three types: convergent designs, explanatory sequential designs, and exploratory sequential designs. In a convergent design, quantitative and qualitative data are collected and analyzed separately, and the results of the analyses are combined or compared. In an explanatory sequential design, quantitative data are collected and analyzed first, then qualitative data are collected and analyzed to explain the results. An exploratory sequential design first explores an issue through qualitative data collection and analysis, followed by quantitative data collection and analysis to develop measurements and interventions based on the findings. The mixed methods approach used in this study collects quantitative data from a questionnaire survey to extract CSV-type management through latent class analysis (LCA), and analyses the conditions for realizing CSV-type management through QCA (qualitative comparative analysis). Therefore, it is a mixed methods approach with an explanatory sequential design.

3.2.2.1 Latent class analysis (LCA)

Latent class analysis is a method that identifies the latent types (= latent classes) that a population of respondents consists of and reveals the structure of each (Bollen 2002; Magidson 2020). In recent years, researches applying LCA have been increasing in those such as consumer knowledge and environmentally conscious behavior in food selection (Peschel et al. 2016), joint venture decision-making in agriculture (Kragt et al. 2019), and farmers' willingness to pay for animal welfare investments (Peden et al. 2019). Therefore, it is also effective in analyzing long-tail markets, where diversity of preferences and behavioral patterns of economic agents is important.

3.2.2.2 Qualitative Comparative Analysis (QCA)

QCA is a standard method for drawing causal relationships from a small number of cases. QCA is innovative in that it uses set theory and Boolean algebra to systematize formal procedures for inferring causal relationships from case comparisons. Research results using QCA have increased rapidly since the 2010s, and have been published mainly in business administration, political science, environmental studies, sociology, etc. (Oana et al. 2021). The method characteristics of QCA are that small data can be analyzed, even fuzzy concepts can be analyzed, integrated analysis with cases is easy, and causal complexity (inferring complex causal paths from cause to effect) can be revealed from cases.

QCA is effective in bridging quantitative analysis and qualitative analysis, so it is effective to use it as one of the analysis methods in mixed methods research. For example, in an empirical study that combines SEM and QCA, Torres et al. (2021) used SEM and fsQCA to clarify the process and necessary and sufficient conditions for the influence of gamification on consumer brand loyalty.

4 Analytical results

4.1 Results of latent class analysis (LCA)

Here, we use the technique of latent class analysis (LCA) to classify rice flour-related businesses. As a result of searching for the optimal number of classes using Akaike Information Criterion (AIC) and Bayesian Information Criterion (BIC), the optimal number was two for the BIC standard and four for the AIC standard (Appendix 2). Considering interpretability, the number of classes was finally set to four (AIC = 2661.833, BIC = 2947.554, Chi-square value = 1010.19). Table 2 shows the analysis results when the number of classes is specified as four, and shows the proportion of each class and the expected probability for each question item.

Table 2 Results of latent class analysis on rice flour-related business
Full size table

Class 1 businesses selected many items for “current performance'' and many answered “Strongly agree'' to all items for “future prospects'', so these businesses can be interpreted as CSV-type managements (attribution probability:18.3%). Among Class 2 businesses, those who answered "no selection" for "current performance" and "strongly disagree" or "somewhat disagree" for all items of "future prospects" were the most likely, and they can be interpreted as non-CSV type I managements (attribution probability 13.4%). On the other hand, Class 3 businesses have "1" or "4" selections for "current performance" and answered "somewhat agree" to all items for "business prospects", and they can be interpreted as a weak CSV or CSR type managements (attribution probability: 39.3%). Finally, Class 4 businesses have the second highest percentage of respondents who answered “no selection” for “current performance” and the largest number of respondents responded “neither agree nor disagree” for all items of “future prospects”, they can be interpreted as non-CSV type II managements (attribution probability: 29.0%).

Next, we performed a cross-tabulation analysis based on the above LCA results, and found that CSV-type management is characterized by "secondary processing", "membership of the Rice Flour Association", and a “management philosophy” of effective altruism (Table 3).

Table 3 Attributes and business philosophy of each class (average value by class)
Full size table

On the other hand, regarding management strategy, it was found that CSV-type management emphasizes “latent demand'' (market potential), organizational learning, potential head markets, tail markets, and proposals from stakeholders (Table 4). Furthermore, regarding innovation, CSV-type management emphasizes all four innovation types (Table 5), and regarding management results, it emphasizes both "current performance" and “future prospects” (Table 6)

Table 4 Business philosophy of each class (average value by class)
Full size table
Table 5 Innovation of each class (average value by class)
Full size table
Table 6 Business performance of each class (average value by class)
Full size table

To summarize the results of LCA and cross-tabulation analysis, CSV-type rice flour-related businesses have following characteristics: secondary processing and sales, members of related associations, and a high level of effective altruism as management philosophy. This means that CSV-type companies place the highest priority on effectively resolving social issues through rice flour-related businesses and are striving for sustainable business development. In addition, the companies’ management strategy for realizing this goal is to view the rice flour market as a niche market with high potential, and to stimulate multifaceted innovation related to rice flour through organizational learning and collaboration with stakeholders. As a result, the business performances are improving. However, there are very few corporates that have approached CSV management in rice flour-related businesses (Class 1: 18.3%). Our Hypothesis 1 is supported.

4.2 Results of qualitative comparative analysis (QCA)

The QCA in this study is performed with reference to previous research (Tamura 2015; Yokoyama and Azuma 2022). The flow of analysis is: (1) setting up and coding of causal conditions and outcome, (2) analysis of necessary conditions, and (3) analysis of sufficient conditions. The analysis used the software packages of R and SetMethods for QCA (Oana et al. 2021; Mori 2017, 2018).

Based on the literature review and analysis results of previous research, we set and coded the following five factors as the cause conditions for the success of rice flour-related businesses in creating shared value (Table 7). In this research, we set "future business prospects" as an outcome and conduct analysis. The data matrix after coding is shown in Appendix 3.

Table 7 Coding for cause conditions and outcome
Full size table

First, we conduct a necessary condition analysis for approaching CSV management in rice flour-related businesses. The results of the analysis are shown in Table 8, with "future prospects" as the business outcome. In general, the standard for the degree of consistency in necessary condition analysis is high, with a value of 0.9 or higher being considered as a guideline. Among the analysis results of this research, there are no causal conditions for which the degree of consistency is 0.9 or higher. Therefore, there are no factors that can be said to be necessary conditions for approaching CSV management in rice flour-related businesses. However, among the positive groups, the one with the highest degree of consistency is stakeholders (0.71), followed by innovation (0.70) and effective altruism (0.66).

Table 8 Analysis of necessary conditions
Full size table

Second, we complete a truth table to explore the sufficient conditions for CSV success in rice flour-related businesses.Footnote 2 In standard QCA analysis, there are three solutions: “complex solution”, “simplest solution”, and “intermediate solution”, each with different assumptions regarding logical residuals. Since it is generally recommended to use an “intermediate solution”, the results of the intermediate solution are used here as well. The completed truth table is shown in Appendix 4.

Table 9 and Fig. 2 show the results of the “intermediate solution” regarding future prospects. The logical formula are derived from I to V as follows. The consistency level of the results was set at 0.8. All directional predictions of causal conditions were assumed to be “present”. The consistency of solution is 0.851 and the coverage is 0.857, so the results are generally good. The inherent coverage is all less than 0.1. There are four relevant combinations: effective altruism and stakeholders; organizational learning and innovation; long tail and innovation; and effective altruism and long tail. It can be said that an appropriate combination of these causal conditions is necessary to improve the business prospects of CSV-type companies.

Table 9 Intermediate solution of sufficiency conditions for future prospect
Full size table
Fig. 2
figure 2

Venn diagram of intermediate solution for sufficiency conditions

Full size image

FuzEfAltru2*FuzStHold (I)

 + FuzOL*FuzInno (II)

 +  ~ FuzLongTail*FuzStHold (III)

 + FuzLongTail*FuzInno (IV)

 + FuzEfAltru2* ~ FuzOL*FuzLongTail (V)

To summarize the results of QCA, there are no factors that can be said to be necessary conditions, and the relative importance of stakeholders, innovation, and effective altruism was confirmed. On the other hand, regarding sufficient conditions, it has been revealed that the combinations of the management philosophy of effective altruism and various management strategies (innovation, long-tail, stakeholder, and organizational learning) are important. Companies that carry out CSV-type management related to rice flour are causing SI through businesses that aim to solve social issues. Our Hypothesis 2 is supported.

5 Conclusions and policy implications

In this study, we conducted an analysis using mixed methods research (MMR) with the aim of clarifying the conditions for approaching CSV management in domestic rice flour-related businesses. Based on the above-mentioned analysis, we obtained the following results.

Table 10 shows the types of policies based on the strengths and weaknesses of push-type strategies and pull-type strategies. Japan's rice policy to date has focused on a push-type strategy (Policy B) in the absence of a pull-type strategy, and production has been promoted in a direction that does not match the latent needs of consumers or social needs. There was a lack of perspective on fostering and expressing the entrepreneurship of producers. As a result, market-creating innovations that can increase both economic and social value have not been realized. In general, the development of the rice flour-related business is strongly determined by the regional supply structure of raw material rice both in terms of price and quality, and is influenced by overall rice policy. Like the overall rice policy, the policy for rice flour-related business emphasizes a push-type strategy at the production stage of raw material rice (Policy B), and some pull-type strategies in the distribution, processing, and sales stages. Under the circumstances, only some of the rice flour-related businesses that engaged in distribution, processing, and sales are approaching CSV management. Therefore, CSV-type managements in rice flour-related business are in the infant stage. Considering the situation at the regional level, Kumamoto Prefecture (type C) has a strong tendency toward a pull-type strategy, and Niigata Prefecture has a push-type strategy (type B).Footnote 3

Table 10 Types of policy
Full size table

To promote rice flour-related businesses to approach CSV management in the future, it is necessary to have policy innovation that integrates pull-type and push-type strategies (Policy A). First, there is a need to form clusters for rice flour-related businesses crossing boundaries of industries and regions. The current push-type strategy emphasizes the formation of food system for rice flour within the regions without rationality. Second, it is important not only to respond to consumers' latent needs and increase consumption, but also to bring about a change in stakeholders’ awareness in the form of a cultural change regarding rice flour (both consumer side and producer/supply side). Thirdly, it is important for each rice flour-related business to evolve the management philosophy of effective altruism and constantly review and explore management strategies through systematic triple-loop learning (Barbat et al. 2011). Finally, rice flour-related businesses are expected to expand from micro-level SI activities to macro-level activities that transcend industries, regions, and national borders, and have an impact on social structures. By facing the issues that have been neglected in the food system such as social needs (food safety and health, etc.) and social value (food security and climate change, etc.), a shared vision can be built through organizational learning.