Examining the win‐win proposition of shared value across contexts: Implications for future application

Abstract

This article examines the concept of creating shared value (CSV) as articulated by Michael Porter and Mark Kramer, in non-Western and Western contexts. We define non-Western contexts as those in so-called "developing" countries and emerging economies, whereas Western ones pertain to dominant thinking in "developed" regions. We frame our research in postcolonial theory and offer an overview of existing critiques of CSV. We conduct a critical discourse analysis of 66 articles to identify how CSV is being cited by authors, and potential underlying power dynamics that affect its relevance for non-Western contexts. Our review exposes increasingly critical views about the paradoxical positioning of CSV as an instrumental concept that can offer "win-win" solutions, particularly from those working in non-Western settings. Western perspectives generally tend to be more supportive of its instrumental nature, but also recognize the increasing complexity of the business-society nexus and stakeholder engagement. We argue that the CSV framework requires further development to maintain credibility and applicability, especially in non-Western domains.

Shared Value Literature Review: Implications for Future Research from Stakeholder and Social Perspective

“…On the contrary, the shared value has also been considered as more of a buzzword than a theoretical concept (Dembek et al, 2016, p. 232). Based on firm-centric stakeholder approach, the findings of Voltan et al (2017) have suggested that "the status of CSV as a "win-win" and a transformative solution is going out of favour, especially in non-Western contexts" (p. 358).…”

“…The analysis of practical instances of shared value has illustrated how shared value indeed remains a "sweet spot" between social and organizational benefit (Dembek et al, 2016, p. 235). Shared Value (CSV) is mainly conceived as "a win-win perspective that offers a solution to these legitimacy issues, which entails greater collaboration and more proactive approaches to stakeholder management" (Voltan et al, 2017;p. 354).…”

“…The firm-centric instrumental concepts have promoted stakeholder needs assessment and stakeholder engagement for legitimacy building (Munro, 2013;Scherer et al, 2013;Castello et al, 2015). Voltan et al (2017) found that CSV is often referenced in a generic sense "acknowledging the decreasing legitimacy of corporations and advocating for theoretical advancements in CSR and stakeholder engagement" (p. 352). Based on the integrative approach to business and society, Raimi et al (2015) have opined for the "theoretical possibility of a CSR-entrepreneurship synergy" (p. 57) such as blended value (Emerson, 2003) and hybrid entrepreneurship (Battilana & Lee, 2014).…”

Interculturality as a source of organisational positivity in expatriate work teams: An exploratory study

“…National culture can be defined as acquired knowledge—conscious and unconscious—that shapes the values, beliefs, and attitudes of members of a society, who use this knowledge to generate, experience, and interpret social behaviour; this knowledge is shared by members of one nation or region but not others (Ajiferuke & Boddewyn, ; Hofstede, ; Spradley & McCurdy, ). Sustained research efforts have been devoted to understanding cultural value differences (Hofstede et al, ) because of the consequences of such differences for work in organisations, including business ethics (Chiu & Hackett, ; Ho, ; Voltan, Hervieux, & Mills, ).…”

The (missing) subjects of research on gender and global governance: Toward inquiry into the ruling relations of development

“…He seems to be suggesting that learning from those whose lives are being affected (as we would say, taking their standpoint in knowledge production) could improve development goals and practices. Mosse and Michaelson are raising questions of the power associated with knowledge that according to Munir () and others (see Voltan, Hervieux, & Mills, ) are not adequately dealt with in mainstream business and management studies.…”