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Języki publikacji
Abstrakty
Purpose: The purpose of this article is to trace the evolution of social value creation within organisations, highlighting the transition from profit-centric approaches to more integrated frameworks that consider social and environmental concerns. It aims to compare key concepts of social value to understand how organizations' motivations for creating social value have transformed. Design/methodology/approach: The research employs a qualitative literature review to explore the evolution of social value creation within organisations. By analysing key concepts such as Creating Shared Value (CSV) and Integrated Value Creation (IVC), the author adopts a deductive approach to identify trends and shifts in organisational perspectives. This approach helps to understand how these frameworks blend social and environmental issues into organisational practices, enriching the discussion on social value creation. Findings: The analysis reveals a significant shift in organisations' motivations for creating social value, moving from profit-centric models to a broader focus on positive societal impact. It was found that organizations increasingly recognize their role in addressing social and environmental challenges. This evolution highlights the importance of integrating social value into core business strategies. Originality/value: This article presents a fresh perspective on the evolution of social value creation within organisations, highlighting the transition from profit-driven approaches to integrated frameworks that consider social and environmental concerns. It offers valuable insights for academics, practitioners, and policymakers interested in how organisations can effectively contribute to societal well-being. The research underscores the dynamic nature of social value creation and its implications for organisational strategy. It serves as a resource for those seeking to align business practices with social impact goals.
Rocznik
Tom
Strony
475--491
Opis fizyczny
Bibliogr. 31 poz.
Twórcy
autor
- Uniwersytet Ekonomiczny w Poznaniu
Bibliografia
- 1. Aakhus, M., Bzdak, M. (2012). Revisiting the Role of "Shared Value" in the BusinessSociety Relationship. Business and Professional Ethics Journal, 31(2), 231-246, https://doi.org/10.5840/bpej201231211.
- 2. Ashoka (n.d.). 4 Levels Of Impact. Retrived from: https://www.ashoka.org/en/story/4- levels-impact, 4.08.2024.
- 3. Ashoka (2022). Rethinking the Impact Spectrum. Retrived from: https://www.ashoka.org/en/story/rethinking-impact-spectrum, 4.08.2024.
- 4. Beschorner, T., Hajduk, T. (2017). Creating Shared Value. A Fundamental Critique. In: Creating Shared Value - Concepts, Experience, Criticism (pp. 27-37), https://doi.org/10.1007/978-3-319-48802-8_3.
- 5. Camarena, J., Ochoa-Silva, B., Wendlandt Amezaga, T. (2016). Exploring the Origins of Creating Shared Value in the CSR Literature. International Journal of Business and Management, 11, 97, https://doi.org/10.5539/ijbm.v11n12p97.
- 6. Crane, A., Palazzo, G., Spence, L., Matten, D. (2014). Contesting the Value of 'Creating Shared Value'. California Management Review, 56, 130-153, https://doi.org/10.1525/cmr.2014.56.2.130.
- 7. Elkington, J. (1994). Towards the Sustainable Corporation: Win-Win-Win Business Strategies for Sustainable Development. California Management Review, 36(2), 90-100, https://doi.org/10.2307/41165746.
- 8. Elkington, J. (1998). Partnerships from cannibals with forks: The triple bottom line of 21st-century business. Environmental Quality Management, 8(1), 37-51, https://doi.org/10.1002/tqem.3310080106.
- 9. Elkington, J. (2004). Enter the Triple Bottom Line. In The Triple Bottom Line.
- 10. Emerson, J. (2003). The Blended Value Proposition: Integrating Social and Financial Returns. California Management Review, 45(4), 35-51, https://doi.org/10.2307/41166187.
- 11. Forum Odpowiedzialnego Biznesu (2012). Mierzenie efektywności działań CSR. Retrived from: https://odpowiedzialnybiznes.pl/wp-content/uploads/2012/12/Mierzenieefektywnosci-dzialan-CSR_FOB_2012.pdf, 4.08.2024.
- 12. Freeman, R., Mcvea, J. (2001). A Stakeholder Approach to Strategic Management. SSRN Electronic Journal, https://doi.org/10.2139/ssrn.263511.
- 13. Głowacki, J. (2010). Mierzenie społecznej wartości dodanej. Ekonomia Społeczna, 1, 26-34.
- 14. Hall, M., Millo, Y., Barman, E. (2015). Who and What Really Counts? Stakeholder Prioritization and Accounting for Social Value. Journal of Management Studies, 52(7), 907- 934, https://doi.org/10.1111/joms.12146.
- 15. Hart, S.L. (1997). Beyond Greening: Strategies for a Sustainable World. Harvard Business Review. Retrived from: https://hbr.org/1997/01/beyond-greening-strategies-for-asustainable-world, 4.08.2024.
- 16. Hart, S.L., Milstein, M.B. (2003). Creating sustainable value. Academy of Management Perspectives, 17(2), 56-67, https://doi.org/10.5465/ame.2003.10025194.
- 17. Kroeger, A., Weber, C. (2014). Developing a Conceptual Framework for Comparing Social Value Creation. The Academy of Management Review, 39(4), 513-540.
- 18. Menghwar, P., Daood, A. (2021). Creating shared value: A systematic review, synthesis and integrative perspective. International Journal of Management Reviews, 23, https://doi.org/10.1111/ijmr.12252.
- 19. Mulgan, G. (2010). Measuring social value. Stanford Social Innovation Review, 8, 3, 38-43.
- 20. Nashchekina, O.M., Nwafor, F.N., Tymoshenkov, I.V. (2020). Aligning the Interests of Business and Society: Shared Value, Integrated Value, And Corporate Social Responsibility. Business Inform., 10, 349-361.
- 21. Perrini, F., Costanzo, L.A., Karatas-Ozkan, M. (2020). Measuring impact and creating change: A comparison of the main methods for social enterprises. Corporate Governance: The International Journal of Business in Society, 21(2), 237-251, https://doi.org/10.1108/CG-02-2020-0062.
- 22. Porter, M.E., Kramer, M.R. (2006). Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review. Retrived from: https://hbr.org/2006/12/strategy-and-society-the-link-between-competitive-advantage-andcorporate-social-responsibility, 4.08.2024.
- 23. Porter, M.E., Kramer, M.R. (2011). Creating Shared Value. Harvard Business Review. Retrived from: https://hbr.org/2011/01/the-big-idea-creating-shared-value, 4.08.2024.
- 24. Robb, C.C., Brownell, K.M., Brännback, M., Rumi, S. (2024). Applying resource-based theory to social value creation: A conceptual model of contributive advantage. Journal of Small Business Management, 1-23, https://doi.org/10.1080/00472778.2024.2309498.
- 25. Snarska, A. (2018). Pomiar wartości społecznej na przykładzie Fundacji Sławek. Ekonomia Społeczna, 1, 20-32.
- 26. Stead, J., Stead, W. (2019). Why Porter Is Not Enough: Economic Foundations of Sustainable Strategic Management. In: Rethinking Strategic Management (pp. 67-85), https://doi.org/10.1007/978-3-030-06014-5_4.
- 27. Urbanowska-Sojkin, E., Weinert, A. (2016). Rozwój koncepcji CSV na kanwie krytyki społecznej odpowiedzialności biznesu. Przegląd Organizacji, 6, https://doi.org/10.33141/ po.2016.06.05.
- 28. Visser, W. (2017). Innovation Pathways Towards Creating Integrated Value. A Conceptual Framework. International Humanistic Management Association, http://dx.doi.org/10.2139/ssrn.3045898.
- 29. Visser, W. (2018). Integrated Value vs. Shared Value and CSR 2.0.
- 30. Visser, W., Kymal, C. (2015). Integrated Value Creation (IVC): Beyond Corporate Social Responsibility (CSR) and Creating Shared Value (CSV). Journal for International Business Ethics, 8.
- 31. Wójcik, P. (2016). How Creating Shared Value Differs From Corporate Social Responsibility. Journal of Management and Business Administracton. Central Europe, 24, 32-55, https://doi.org/10.7206/jmba.ce.2450-7814.168.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-aab02067-bc9e-4e0b-ae31-1964e503d509
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