Search results

A full and adequate Systematic Quantitative Literature Research Analysis of the academic literature and research on creating shared value (CSV) is long overdue. This chapter commences this process by introducing some of the academic literature currently on CSV and examining the strengths and weaknesses of this literature, while identifying gaps for future research. The chapter builds on current academic literature to include writing and research from the business community in an attempt to make this chapter both topical and accessible to anyone interested in CSV, including practitioners interested in implementing these types of projects as direct CSV projects or as part of already existing CSR strategy. It is expected that the inclusion of this type of business literature will add value to academic research going forward. The Appendix brings the chapter together by presenting examples of a variety of CSV case studies to provide ideas for future project implementation and opportunities for future research in both implementation and measurement.

In this chapter, we explore the multilevel nature of reputation from a shared value perspective. Building on a large body of literature surrounding corporate reputation, we discuss how the creation of reputational value at the firm level may also lead to value shared by the industries and countries in which a firm operates, and vice versa. In examining the recursive and dynamic relationships, strategic implications emerge with regard to managing reputations globally. We argue that the value of reputation is determined by the ability to meet the expectations of stakeholders with respect to what they as an audience perceive as important. Stakeholders’ expectations and perceptions of what is valuable fluctuate across different markets and the more heterogeneous the markets in which a firm diversifies internationally, the more difficult it will be to manage all these expectations. By building on our understanding of firm, industry, and country reputation, and the recursive relationships between them, we contend that creating shared value (CSV), as part of the global reputation management process (GRM), is likely to be easier when there is contextual similarity and limited product diversification. Building on previous frameworks, and employing signaling theory, we create a simplified model of GRM that highlights CSV in the form of multilevel reputation. Distinctions are drawn between being efficient and effective as part of the GRM process and a corresponding typology is created. The chapter concludes with a discussion of strategic implications, alongside a few recommendations, and possible directions for future research.

Sharing services increasingly extends beyond intraorganizational concentration of service delivery. Organizations have started to promote cooperation across their boundaries to deal with strategic tensions in their value ecosystem, moving beyond traditional outsourcing. This chapter addresses two research questions geared to the challenge of interorganizational shared services (ISS): why would organizations want to get and remain involved in ISS? And: what are the implications of ISS for (inter)organizational value creation?

The conceptual chapter reviews literature pertaining to ISS from public, commercial, and nongovernmental sectors. ISS is understood as a multistakeholder organizational innovation. In order to analyze ISS and conduct empirical research, we developed a taxonomy and research framework.

The chapter shows how ISS can be positioned in value chains, distinguishing vertical, horizontal, and hybrid ISS. It outlines ISS implications for developing business models, structures, and relationships. Success factors and barriers are presented that epitomize the dynamic interplay of organizational autonomy and interorganizational dependence.

The research framework offers conceptual ideas for theoretical and empirical work. Researchers involved in ISS studies may adopt strategic, strategic innovation, and organizational innovation perspectives.

ISS phases are distinguished to focus innovation management — initiation, enactment, and evaluation. Furthermore, insights are provided into processes and interventions aimed at making ISS a success for participating organizations.

Cross-sectoral perspective on ISS; taxonomy of ISS; research framework built on organization and strategic management literature.

“Shared purpose,” understood as a widely shared commitment to the organization’s fundamental raison d’être, can be a powerful driver of organizational performance by providing both motivation and direction for members’ joint problem-solving efforts. So far, however, we understand little about the organization design that can support shared purpose in the context of large, complex business enterprises. Building on the work of Selznick and Weber, we argue that such contexts require a new organizational form, one that we call collaborative. The collaborative organizational form is grounded in Weber’s value-rational type of social action, but overcomes the scale limitations of the collegial form of organization that is conventionally associated with value-rational action. We identify four organizational principles that characterize this collaborative form and a range of managerial policies that can implement those principles.

Issues, which have negatively impacted a diversity of business stakeholders, suggest that business thinking and leadership behaviors surrounding a desired strategic business focus appear increasingly inadequate. For example, that integration strategies and differentiation strategies are mutually exclusive. Three issues appear to contribute to such circumstances.

First, Western strategic business frameworks are largely based on quantitative foci, and remain largely unchallenged. Second, balance between key leadership team agendas and external stakeholder expectations is usually absent. Third, there is minimal connection between what organizational cultures reward, and how human resource management prescriptions provide support.

To address such concerns and implant a renewed strategic business focus, Porter and Kramer (2006, 2011) have identified the notion of shared value, which seems an appealing means to redress business problems represented by negative multistakeholder relations; moreover, an absence of any contemporary acknowledgment of the social contract. Nevertheless, a number of elements appear to be missing from the how shared value is portrayed by Porter and Kramer (2006, 2011).

Based on Maslow’s notion of Eupsychia, and employing an Ideation approach, a renewed strategic business focus supporting the notion of shared value is presented. The renewed focus seeks to enhance Porter and Kramer’s (2011) framework, by including key features to enhance shared value, including elements of Eastern and Western philosophy, and Western organization theory.

Problematic examples, identifying the absence of shared value, and including research propositions are identified.

The purpose of this chapter is to introduce the capability map that addresses the potential of transactional Shared Service Centers (SSCs). The mapping approach represents a heuristic logic that provides means for analyzing SSC operation, connects SSCs capabilities with their value, and supports academics and practitioners in developing a transactional SSC that is of strategic importance.

This chapter reports on findings from a longitudinal case study within an organization that has implemented a transactional Human Resource (HR) SSC. Over a period of three years, several formal and informal meetings were attended, more than 20 interviews were conducted with SSC MT and customers, over 500 pages of project documentation and memos were studied, which allowed after integration for an in-depth analysis of how resources are bundled to build different types of capabilities.

We uncovered and mapped the operational and dynamic capabilities of a transactional SSC, their role in value creation, and their interdependencies. While the operational capabilities enable the HR SSC to provide day-to-day services to take care of individual end-users and support the business, the dynamic capabilities enable transformation of HR delivery throughout the organization and increase HR’s strategic contribution.

One limitation of this study is the extent to which the capabilities and their role in value creation are generalizable to transactional non-HR SSCs. SSCs providing services that cover other business functions might develop and deploy different capabilities. The use of a capability map is not limited to the capabilities uncovered in this study, however.

In the literature, the primary focus regarding transactional services is limited to cost savings and efficiency. This chapter addresses the potential of the transactional SSC and introduces the capability map as a tool to leverage its potential.

The strategic role of corporate communication within modern organisations is recognised by both scholars and practitioners. Corporate communication supports management in interpreting contextual dynamics or in aligning corporate strategies with stakeholders’ needs. However, despite the growing acknowledgement of communication relevance, contributions about how professionals could effectively support organisations in creating value lack empirical examination. To fill this gap, this chapter adopts a managerial perspective for examining how communication strategically contributes to create shared value. In particular, it introduces the Creating Shared Value approach to the body of knowledge in strategic communication. A qualitative case study research design has been implemented. It was focused on Barilla Group, the international food company. This chapter enriches the strategic communication perspective by better defining the contribution of communication to the value creation process. It also outlines specific strategic competences that practitioners should acquire if they want to play a strategic role within organisations.

With the World Economic Forum's 2019 theme based on the new era – Globalization 4.0: Shaping a New Architecture in the Age of the Fourth Industrial Revolution – this chapter takes into consideration innovation as defined in the previous chapter and builds on the escalation of innovation required for the Fourth Industrial Revolution and to reach the sustainable development goals (SDGs) deadline by 2030. Proposed is an entire ecosystem change of how the world lives, eats, makes money, sleeps and breathes. This chapter considers these changes with an explanation of CSR 1.0 and CSR 2.0 to CSR 3.0, providing case studies of these, plus discussing the transition from Globalization 3.0 to 4.0, and the various known and unknown system changes that may be required including integrated value creation (IVC). We live in exciting times where IVC and other systems, such as the well-being economy, exponential economy, shared economy, innovation and resilience economy, may be part of a new ecosystem. This chapter concludes with a discussion of these themes, and the development of CSR 4.0 mapped on to Globalization 4.0 within a deeply transformed systems approach to create transformed value (CTV). Emerging research opportunities as a result of these changes are discussed throughout this chapter.

The chapter introduces digital food hubs as disruptive business models in the agri-food system shifting away from the unsustainable industrialized and conventional food sector and moving toward a re-localized food and farming pattern. They are new digital business models developed to support small and mid-size farms with a value focus, forming new ways to leverage the technology as a facilitator for coopetitive organizational forms. Indeed, they respond to a competitive strategy constituted by a “value strategy” oriented to the production and distribution of “shared value.” Second, they are based on an “organizational strategy” that shifts from individual competition to “coopetition” through the development of local “strategic networks” among small size producers. Central to the development of these business models is the digital disruption that has offered the space for the creation of unconventional exchange and transaction mechanisms distinguishing them from the already existing traditional ways of work. The agri-food markets exhibit structural holes that impede small farms from connecting with local consumers. This is due to a lack of material infrastructures and organizational forms on behalf of small farms that cannot reach the consumers, as well as the concentration of power in the hands of a restricted numbers of distributors, which causes the unequal redistribution of the economic value and impedes small farms accessing the food market. The advent of the digital technology is reshaping the market relationship by allowing out centralized intermediaries and creating new bridges between producers and consumers.