Creating Shared Value: Exploration in an Entrepreneurial Ecosystem

Abstract

The effects of companies on society and the practices of Corporate Social Responsibility have been the source of interest for many research studies. Questions concerning the traditional model resulted in Porter and Kramer developing the concept of Creating Shared Value, an approach where companies consider the value of society and the environment in their business models, creating value for all stakeholders. We take the issue of shared value creation in an entrepreneurial ecosystem to determine how clustered companies understand and create shared value, identifying its antecedents and consequences. Using a single case study, we were able to identify that the entrepreneurial ecosystem becomes a favourable scenario for creating shared value, because participants benefit from resources and skills that allow them to grow their businesses, boost competitiveness and innovation and contribute to the economic, social, and environmental growth of their stakeholders.

The impact of creating shared value strategy on corporate sustainable development: From resources perspective

“…Enterprises with CSV strategies increase the value of clusters by sharing knowledge and providing information resources (Marsé et al, 2015; Royo‐Vela & Cuevas, 2022). There is a strong spillover effect on enterprises providing information resources.…”

Exploring how different innovation ecosystems create shared value: insights from a multiple case study analysis

“…Second, not only companies and customers, but also public actors, communities and territories that co-create value and benefit from it are in focus. This concept of value that entails the simultaneous pursuit of socio-economic benefits by and for multiple actors reflects the definition of shared value in IEs (Alberti and Belfanti, 2019; Arena et al ., 2021; Royo-Vela and Cuevaz-Lizama, 2022), which is defined as capable of enhancing “ the competitiveness of a company while simultaneously advancing the economic and social conditions in the communities in which it operates ” ' (Porter and Kramer, 2011, p. 66), through properly set policies and practices. The domain of benefits generated by policies and practices fostering shared value can even extend to economic, social and environmental ones, in line with the TBL framework.…”

“…Royo-Vela and Cuevas Lizama (2022) observed that shared value can be created through the relationships among companies and other actors: companies co-create value with these entities, benefitting themselves and the actors comprising the ecosystem by reaching TBL outputs. Indeed, an IE is comprised of independent actors who are the constituent nodes of the IE itself: they have diverse characteristics, needs, resources and capabilities and aggregate in an IE becoming interdependent but remaining independent (Ritala and Almanopoulou, 2017; Jacobides et al ., 2018).…”

“…As emerged in section 2.1, how actors aggregate in IEs is a fundamental driver for creating shared value, as it grants those relations that sustain cooperation, resource exchange and co-creation (Royo-Vela and Cuevas Lizama, 2022). The reviewed literature shows that actors can aggregate in IEs in two main ways: physically, as they co-locate (i.e.…”

Implementation and measurement of shared value creation strategies: Proposal of a conceptual model

“…In that sense, the model proposed in this paper comprises the economic, social, and environmental dimensions proposed by Porter and Kramer (2011) and the results in those dimensions that were indicated in subsequent research (Porter et al, 2012). Similarly, based on previous qualitative analysis and literature review we identified two dimensions that contemplate external and internal conditions that influence CSV adoption (Royo-Vela & Cuevas-Lizama, 2022;Menghwar & Daood, 2021;Mühlbacher & Böbel, 2019). External conditions such as state institutions, customer behavior, and competitors' strategies affect firms' adoption of social and environmental strategies (Menghwar & Daood, 2021).…”