Search results

1 – 10 of over 97000
Article
Publication date: 3 April 2017

Christiane Marie Høvring

The debate on corporate social responsibility (CSR) as shared value creation is trapped between management scholars and business ethics scholars, focusing merely on the…

3182

Abstract

Purpose

The debate on corporate social responsibility (CSR) as shared value creation is trapped between management scholars and business ethics scholars, focusing merely on the distribution of values from an outcome-oriented perspective. The result is a juxtaposition of shared value from either a corporate or a societal perspective, providing only little attention to the actual communication processes supporting the creation of shared value. The purpose of this paper is to re-conceptualize shared value creation from a communicative approach as an alternative to the current situation caught between the management and societal perspectives.

Design/methodology/approach

Building upon recent constitutive models of CSR communication, this conceptual paper explores the potentials and implications of re-conceptualizing shared value creation as an alternative approach that recognizes the tensional interaction processes related to shared value creation.

Findings

The paper suggests a new conceptualization of shared value creation, which is sensitive to and able to advance the understanding of the tensional and conflictual interaction processes in which the continuous negotiation of corporate and stakeholder interests, values and agendas may facilitate a new understanding of shared value creation.

Practical implications

In order to succeed with the shared purpose of creating shared value (CSV), the company and the multiple stakeholders should neither disregard nor idealize the interaction processes related to shared value creation; rather, they should acknowledge that processes filled with tensions and conflicts are prerequisites for CSV.

Originality/value

A re-conceptualization of shared value creation that provides an alternative approach that is sensitive toward the tensions and conflicts occurring between corporate voice and multiple stakeholder voices.

Details

Corporate Communications: An International Journal, vol. 22 no. 2
Type: Research Article
ISSN: 1356-3289

Keywords

Open Access
Article
Publication date: 28 March 2023

Giulia Piantoni, Marika Arena and Giovanni Azzone

Innovation ecosystems (IEs) have attracted the attention of policymakers and researchers because of their potential to positively affect territories, creating shared value

1614

Abstract

Purpose

Innovation ecosystems (IEs) have attracted the attention of policymakers and researchers because of their potential to positively affect territories, creating shared value. However, due to the fragmentation of IEs, how this happens in different IEs has been explored only partially. This research aims to bridge this gap, aiming to support policymakers in understanding how to foster shared value in diverse IEs.

Design/methodology/approach

The paper identifies, based on the literature, two “drivers of aggregation” of IE's actors as key dimensions characterizing shared value in IEs, namely physical proximity and dominant issue. If these are combined, three archetypes emerge: Hub- and Chain-Driven, Place-Driven, Competence- and Issue-Driven IEs.Then, elements useful for understanding shared value creation in these archetypes are framed and studied in real cases.

Findings

Results reveal that aggregation drivers affect shared value creation, which differ among archetypes: in Competence- and Issue-Driven IEs alignment is challenged by the low physical proximity, which in Place-Driven IEs is high, but not enough to grant shared value; in Hub- and Chain-Driven IEs, the hub is the orchestrator, representing both a driver and a risk.

Originality/value

Differences in shared value creation processes relate to the set-up of the IE, which has relevant implications for policy definition. In Competence- and Issue-Driven IEs, policies at diverse levels align in funding and promoting the IE; in Place-Driven IEs, policies support anchors' development on-site; in Hub- and Chain-Driven IEs, policies, sometimes absent, should foster partnerships for projects for the territory, IE's enlargement and resilience.

Details

European Journal of Innovation Management, vol. 26 no. 7
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 19 July 2021

Samir Gupta, Jing Zhou, Shanfei Feng and Munyaradzi W. Nyadzayo

This study aims to investigate how the relationship factors, including equity, shared responsibility and relationship dependence leverage the value co-creation. The research…

Abstract

Purpose

This study aims to investigate how the relationship factors, including equity, shared responsibility and relationship dependence leverage the value co-creation. The research studies the value co-creation process in a business-to-business (B2B) context between suppliers and customers and provides empirical evidence of the underlying effects.

Design/methodology/approach

Using social exchange theory, the research uses a mixed-method of in-depth interviews and questionnaire surveys. The sample of the survey has 123 business customers.

Findings

The findings suggest that equity not only positively affects but also mediates the effect of shared responsibility on value co-creation. The mediation effect is further moderated by the relationship dependence that buyers have on the seller.

Research limitations/implications

The cross-sectional survey used cannot establish causality relationships. Although the goal was not to establish causality, it could limit the rigor of the study. The longitudinal design could be used in the future to better address this deficiency. While the paper is the initial step to analyze the factors influencing value co-creation empirically, more studies could examine other commonly discussed constructs.

Originality/value

This empirical study enriches the value co-creation literature by examining the antecedents’ detailed mechanism that facilitates value co-creation in a B2B context.

Details

Journal of Business & Industrial Marketing, vol. 37 no. 2
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 18 May 2012

Michael Pirson

The financial crisis of 2007/2008 has caused many to question the basic premises of the current business system. Porter and Kramer suggest that the purpose of the corporation…

2788

Abstract

Purpose

The financial crisis of 2007/2008 has caused many to question the basic premises of the current business system. Porter and Kramer suggest that the purpose of the corporation needs to be redefined. They posit that the corporation, rather than merely pursuing financial value creation set out to pursue shared value creation. They further declare social entrepreneurs the paragons of said sharedvalue creation. The purpose of this paper is to explore that claim.

Design/methodology/approach

This paper critically analyzes the pathway of sharedvalue creation in three leading social enterprises employing a genealogical perspective.

Findings

It is found that very innovative sharedvalue creating ventures opted out of balance‐oriented, sharedvalue creation strategies and embraced either financial or social‐value primacy strategies over time. The findings thus question the power of the sharedvalue creation notion when viewed as balance orientation.

Originality/value

The paper presents a new concept, a new methodology, and interesting case studies.

Details

Social Enterprise Journal, vol. 8 no. 1
Type: Research Article
ISSN: 1750-8614

Keywords

Article
Publication date: 12 September 2020

Sushil S. Chaurasia, Natashaa Kaul, Babita Yadav and Dhirendra Shukla

This paper aims to identify the prominent themes of open innovation for sustainability (OIS) and establish their inter-relationships. Moreover, it examines the importance of…

3108

Abstract

Purpose

This paper aims to identify the prominent themes of open innovation for sustainability (OIS) and establish their inter-relationships. Moreover, it examines the importance of success factors (i.e. knowledge management system, openness and organizational structure) and their configuration for co-creating shared value for OIS in manufacturing micro small and medium enterprises.

Design/methodology/approach

The first stage of investigation determines the relationship between concepts using the bibliometric technique. The second stage examines predictors (e.g. knowledge management system, openness and organizational structure) that contribute to the desired outcomes (creation of shared value in OIS) through necessary condition analysis.

Findings

The investigation demonstrates that all three conditions are necessary for (at different levels) creating shared values for OIS. More specifically, the investigation shows that the different levels of creation of shared value outcomes do require organizations to configure organizational interventions at different levels of the knowledge management system, openness and organizational structure.

Practical implications

To use the concept of open innovation (OI), organizations need to expand their view beyond their existing resource pool and business environment, to include their partners and stakeholders for more inclusivity. Such creation of shared value for OI does require active participation, interaction and collaboration with both manufacturer, retailers and other stakeholders, for developing an insight in creating value for sustainability problem-solving context.

Originality/value

The investigation advances the existing body of knowledge that propagates the significance of knowledge management system, openness and organizational structure as the antecedent to increase the creation of shared value for sustainability by organizations. The investigation advances the existing body of knowledge that propagates the significance of knowledge management system, openness and organizational structure as an antecedent to increase the creation of shared value for sustainability by organizations.

Details

Journal of Knowledge Management, vol. 24 no. 10
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 10 January 2023

Silvia Ferraz Nogueira De Tommaso and Ivete Rodrigues

This paper aims to identify how companies implemented shared value strategies to reconcile profitability and social-environmental welfare and explain through an interactive…

Abstract

Purpose

This paper aims to identify how companies implemented shared value strategies to reconcile profitability and social-environmental welfare and explain through an interactive methodology the main elements and their relationships that compose a shared value creation system.

Design/methodology/approach

The authors use the interactive qualitative analysis (IQA) method to conduct a qualitative study in the sustainability field of investigation. Participants are both data sources and analysts which brings a different perspective to data analysis. Results emerged from the interaction between the researchers and the participants. The method mixes qualitative and quantitative protocols to bring robustness to the research.

Findings

Relevant findings are (1) a shared value creation system is composed of nine elements which are business results, social-environmental results, ecosystem, impact, materiality matrix, profitability, purpose-driven leadership, social-environmental welfare and sustainable economic development; (2) the system's primary driver is purpose-driven leadership; (3) The use of renewable materials and the reduction in the use of natural resources in the value chain are the main criteria companies employed to meet business and societal objectives simultaneously; (4) the IQA method enabled the consolidation of a Shared Value Creation System Diagram which other scientists may use to replicate the study.

Research limitations/implications

The research investigated a specific country context. Other researchers may use the shared value system diagram to replicate the study with companies in other countries.

Practical implications

Findings show that the knowledge about shared value creation system elements and their cause-effect relationships guides business leaders in developing strategic objectives to reconcile profitability and social-environmental welfare. This is essential knowledge, especially in a context in which companies are increasingly required to assume their social and environmental responsibilities. Besides, a management challenge in the stakeholder-oriented approach is still how strategies can be implemented.

Originality/value

The research design is innovative in using the IQA method in the sustainability field of investigation. The method procedures and protocols allowed for a deeper understanding of the subject, revealing its richness and its potential for replicability in other contexts.

Details

Management of Environmental Quality: An International Journal, vol. 34 no. 3
Type: Research Article
ISSN: 1477-7835

Keywords

Article
Publication date: 12 October 2010

Christian Grönroos and Pekka Helle

The purpose of this paper is to create a framework for measuring mutually created value in business relationships in the manufacturing sector, which also enables suppliers and…

6816

Abstract

Purpose

The purpose of this paper is to create a framework for measuring mutually created value in business relationships in the manufacturing sector, which also enables suppliers and customers to share this value between themselves.

Design/methodology/approach

The starting point is that manufacturing firms adopt a service perspective or logic for their entire business. The framework created includes a conceptual foundation for understanding the process of mutual value creation as well as theoretical basis and metrics for calculating mutually created value, joint productivity gains (JPGs) and value sharing. The framework for mutual value creation is created conceptually. The theoretical basis for the metrics used for the calculations and the development of the metrics are empirically grounded in a longitudinal case study.

Findings

By matching supplier and customer practices and thereby aligning corresponding processes, resources and competencies, suppliers can support their customers' business more effectively and thus enable the customers and also themselves to create incremental value which can be shared between the business partners. It is showed that the metrics for calculating JPGs and for sharing these gains in the form of additional value for the business partners, through a price mechanism, can be created and used.

Practical implications

Findings of the paper suggest an alternative way of creating value which is geared towards the demands of a service logic applied in business relationships. Productivity can be created jointly and not separately by the supplier and the customer, and an incremental value in the form of a JPG calculated and shared. To be able to do this, the business partners must have access to accounting data, and the customer and the supplier must be willing to open up their books and engage in mutual practice matching. This demands that a service logic is adopted for the entire manufacturing business, not separately for industrial service activities only, which is the traditional approach to studying service in manufacturing.

Originality/value

Traditionally, value is viewed as an outcome, not as a process of mutual value creation, the outcome of which can be calculated. Productivity as a joint concept and jointly created productivity gains enable firms to share the gains created through mutual value creation. In the literature so far, productivity and value creation have not been studied as mutual concepts. In addition, approaching the entire manufacturing business from a service logic point of view is also novel.

Details

Journal of Service Management, vol. 21 no. 5
Type: Research Article
ISSN: 1757-5818

Keywords

Article
Publication date: 2 October 2023

Beatriz Lopes Cancela, Arnaldo Coelho and Maria Elisabete Neves

This study aims to investigate the role of green strategic alliances (GSAs) in fostering a green shared vision (GSVis) and green shared value (GSV) and their impact on green…

Abstract

Purpose

This study aims to investigate the role of green strategic alliances (GSAs) in fostering a green shared vision (GSVis) and green shared value (GSV) and their impact on green organizational identity (GOI) and sustainability.

Design/methodology/approach

The authors employed structural equation modeling to analyze data collected through a 60-item questionnaire administered in Portugal and China, allowing the authors to test their theoretical model.

Findings

The findings of the authors' study indicate that green strategic alliances have a positive influence on the development of a GSVis and GSV in both countries. This, in turn, contributes to improved sustainability and the establishment of a GOI. Furthermore, the authors' results demonstrate that these alliances enhance GSV, resulting in enhanced sustainability performance and a stronger green identity, with a notable increase in awareness of environmental and social practices.

Originality/value

This article is innovative as it applies organizational learning and value creation theories to gain a deeper understanding of how alliances can shape the green identity of companies and contribute to their overall sustainability.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 1 August 2023

Eric L. Swan, James W. Peltier and Andrew J. Dahl

Digital transformations are altering service models and care delivery methods in healthcare. Artificial Intelligence (AI) represents the next wave of transformation in healthcare…

Abstract

Purpose

Digital transformations are altering service models and care delivery methods in healthcare. Artificial Intelligence (AI) represents the next wave of transformation in healthcare. This study aims to understand patient perceptions of AI and its impact on value co-creation.

Design/methodology/approach

A conceptual model was developed to investigate how value co-creation operant resources (digital self-efficacy and relational service quality) impact value co-creation engagement (shared decision-making) and value co-creation outcomes (anticipatory AI value co-creation and intention to adopt AI). Data were collected from 332 respondents and analyzed using structural equation modeling.

Findings

The results indicate that the value co-creation process for AI technologies is a function of inputs, experiences and AI outputs. Operant resources were found to be positively associated with shared decision-making. However, not all operant resources directly and positively impacted AI outcomes. The indirect and positive mediated relationships through shared decision-making to AI outcomes suggest an interactive AI value co-creation process.

Research limitations/implications

AI technologies are still in early stages of consumer adoption in healthcare. Future research is warranted that investigates the validity of the model through maturing service life cycles.

Practical implications

Customer perceptions of new digital innovations are formed in the context of previous digital experiences. Marketers need to understand how customers view their current non-AI technologies. Strong engagement and perceived value of current technologies will help ease customers into the usage of AI technologies.

Originality/value

This study investigates the unique stages of the value co-creation process for AI technologies in healthcare. The results demonstrate that the value co-creation process is a function of inputs, tech-enabled experiences and AI outputs.

Details

Journal of Research in Interactive Marketing, vol. 18 no. 1
Type: Research Article
ISSN: 2040-7122

Keywords

1 – 10 of over 97000