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Supporting the creation of shared value
Author(s) -
Mendy John
Publication year - 2019
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.2257
Subject(s) - commoditization , value (mathematics) , limiting , creating shared value , face (sociological concept) , externality , business , marketing , value creation , network effect , industrial organization , microeconomics , computer science , knowledge management , public relations , economics , sociology , engineering , political science , mechanical engineering , social science , corporate social responsibility , machine learning
The negative externalities that are due to companies limiting themselves to objectives such as “maximisation of profits” and “commoditization” can be mitigated with supporting the creation of shared value. A method is formulated which helps to implement Porter and Kramer's Shared Value model. The results suggest that individuals developed ways to increase their ability to act expertly—that is resiliently in the face of the challenges. It is argued that the proposed method is similar to but also substantially different from the scientific method (used to acquire knowledge rather than gain expertise as the new method is designed to do). The formulation of the method helps to identify how it is insufficient to realize the aims of creating shared value and suggests a way to do so.