TY  - JOUR
AB  - Purpose–This paper aims to create empirical evidence regarding shared value strategies recently propagated by Michael Porter and Mark Kramer.Design/methodology/approach–The authors analyze a single case study of a collaboration between BASF, André Maggi Group and Fundação Espaço Eco in Brazil. The objective is to evaluate whether the applied strategy can be considered as a case of shared value creation.Findings–The case study on the collaboration between BASF, FEE and the André Maggi Group does qualify as a shared value strategy, more precisely as a case of redesigning productivity in the value chain.Research limitations/applications–This single case study creates some evidence for shared value strategies; however, more research is needed to generalize the results.Practical implications–The socio‐eco‐efficiency analysis offered by Fundação Espaço Eco creates a differentiation strategy for BASF in Brazil. The work enables BASF's clients to reduce negative impacts while increasing their financial, social and environmental performance.Originality/value–This paper is the first empirical verification of the shared value concept. It demonstrates that shared value strategies do enhance financial as well as socio‐environmental performance and build stronger client relationships.
VL  - 12
IS  - 4
SN  - 1472-0701
DO  - 10.1108/14720701211267838
UR  - https://doi.org/10.1108/14720701211267838
AU  - Spitzeck Heiko
AU  - Chapman Sonia
ED  - Gilbert Lenssen
ED  - Luk Van Wassenhove
ED  - Simon Pickard
ED  - Joris‐Johann Lenssen
PY  - 2012
Y1  - 2012/01/01
TI  - Creating shared value as a differentiation strategy – the example of BASF in Brazil
T2  - Corporate Governance: The international journal of business in society
PB  - Emerald Group Publishing Limited
SP  - 499
EP  - 513
Y2  - 2024/04/19
ER  -