Presenting a framework for the successful entry of women entrepreneurs into green entrepreneurship

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Reza Fallah ◽  
Maryam Soori
Keyword(s):  
Women Entrepreneurs ◽  
Social Acceptance ◽  
Dynamic Balance ◽  
Knowledge Flows ◽  
Shared Value ◽  
Green Technologies ◽  
Content Type ◽  
Creating Shared Value ◽  
Green Entrepreneurship ◽  
Environmental Goals

Purpose The concentration of women entrepreneurs on influential events such as the development of green entrepreneurship, which lead to the coordination and dynamic balance between economic and environmental goals, can create a bright future for businesses with sustainable and environmentally friendly architecture. The main purpose of this study is to provide a framework for the successful entry of women entrepreneurs into green entrepreneurship. Design/methodology/approach The present qualitative applied descriptive-analytical study was conducted on a population of women entrepreneurs working in green businesses. This population was obtained by the non-probability chain sampling method and an exploratory interview with the saturation of 12 individuals. Thematic analysis was used to analyze the findings. Findings The results revealed that creating shared value, inclusive social acceptance, multifaceted interactions and green dynamic bedding are effective in the entry of women entrepreneurs into green entrepreneurship in the form of “competitive empowerment” and “multiplied green synergy”. Thus, managers and planners should consider some factors, including shared value, social acceptance, inclusive acceptance, building green culture, knowledge flows, multiple participation, networking dimension, green marketing, competitiveness, creating platforms, green technologies and risk management. Originality/value This research tries to present a framework for the entry of women entrepreneurs into green entrepreneurship area.

Creating shared value and clusters

2019 ◽  
Vol 29 (1) ◽  
pp. 39-60 ◽  
Author(s):  
Fernando G. Alberti ◽  
Federica Belfanti
Keyword(s):  
Food Waste ◽  
Secondary Data ◽  
General Idea ◽  
Shared Value ◽  
Waste Prevention ◽  
Local Cluster ◽  
Content Type ◽  
Cluster Development ◽  
Creating Shared Value ◽  
The One

PurposeThe purpose of this paper is twofold. First, it aims at reconciling the literature on creating shared value (CSV) with the one on cluster development, searching for complementarities and similarities. Second, it aims at understanding the role of cluster development in CSV. For these reasons, the authors operationalized the general idea of cluster development with the widely accepted concept of cluster initiatives, i.e. systematic efforts aimed at cluster development. The authors focused on exploring the process of launching and supporting local cluster initiatives through empirical evidence. In particular, the authors aimed at analyzing how a CSV strategy can be defined and developed when adopted within a cluster initiative.Design/methodology/approachThe research draws on a critical review of the literature focusing on CSV and on a conceptual reconciliation between the literature on the CSV ecosystem with the one on clusters, and more specifically on those initial cluster initiatives. The authors relied on an exploratory case study of an Italian cluster initiative in CSV, i.e. the Science and Innovation Food District (SIFooD) cluster promoted by Whirlpool. Thanks to the richness and great availability of information about the case, this study primarily relied on the use of secondary data.FindingsThe case of SIFooD has highlighted how Whirlpool promoted the cluster initiative within its CSV framework to achieve sustainable and collaborative innovation in food waste prevention and, conversely, how SIFooD enhanced CSV of its cluster members. To arrange its network development process, SIFooD has implemented all the elements that prior literature has considered fundamental for launching and supporting a successful cluster initiative. On the other hand, SIFooD was able to adopt a collective-impact approach, implementing the five elements needed in its ecosystem to create shared value. Moreover, thanks to all the activities comprised in the SIFooD cluster initiative, shared value was actually created.Research limitations/implicationsThe present paper has some limitations. First of all, the empirical analysis focuses only on one cluster initiative; thus, cross/comparative analyses with other cluster initiatives may illuminate the findings better. Second, the authors relied on a very recent cluster initiative in a particular field (food waste prevention) and in one specific institutional context (Italy); thus, data may suffer from temporal, industrial and geographical biases.Originality/valueLiterature on the border between CSV and clusters is still in its infancy and almost nothing is known about their relationship, despite them being intimately related since the inception of this field. The paper qualifies for a very first attempt to understand how firms promote clusters, through cluster initiatives, for the sake of CSV and how clusters may enhance CSV of firms.

scholarly journals Uncovering value creation in innovation ecosystems: paths towards shared value

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marika Arena ◽  
Giovanni Azzone ◽  
Giulia Piantoni
Keyword(s):  
Conceptual Model ◽  
Value Creation ◽  
Design Methodology ◽  
Building Blocks ◽  
Shared Value ◽  
Content Type ◽  
Main Building ◽  
Innovation Ecosystems ◽  
Creating Shared Value ◽  
Key Characteristics

PurposeAlthough innovation ecosystems (IEs) are generally considered capable of creating shared value (SV), this potentiality has often been taken for granted and not deeply analysed, yet. As a result, in the literature, there is not a framework that defines the process of SV creation in IEs or which aspects should be considered for understanding it. Moving from these considerations, this paper aims to propose a conceptual model of how IEs can create SV, identifying the main building blocks of the process and the aspects that characterize these building blocks.Design/methodology/approachThe authors reviewed the literature on IEs and value creation over the last 15 years, by structurally analysing 120 articles. On the basis of such review, the authors identified main dimensions of analysis focusing on the conceptualization of SV in IEs.FindingsFirst, the authors developed a conceptual model relying on a process-based logic and framing the SV creation in terms of inputs, here intended as four key characteristics (actors, structure, governance and relations), internal processes (strategies and internal mechanisms) and outputs (the value created). Second, each element of value creation is explored, highlighting the main evidence emerging from prior studies in connection to each block.Originality/valueThis paper drives the identification of some relevant relationships that connect the characteristics of the IEs, the strategies and the internal mechanisms to the output of the process, i.e. the SV created.

Data management efficiency: major opportunities for shared value innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ulrich Lichtenthaler
Keyword(s):  
Firm Performance ◽  
Data Management ◽  
Digital Transformation ◽  
Shared Value ◽  
Bottom Line ◽  
Value Innovation ◽  
Content Type ◽  
Entrepreneurial Marketing ◽  
Management Efficiency ◽  
Creating Shared Value

Purpose This paper aims to underscore major opportunities for shared value innovation based on data management efficiency, which has often been overlooked so far. By integrating prior research about digital transformation, shared value creation, entrepreneurial marketing and the innovation-based view of firm performance, it addresses a major gap in the literature. Design/methodology/approach The innovation-based arguments illustrate how efficient data management may lead to different types of innovation, which provide opportunities for growth and efficiency gains after the coronavirus pandemic. Findings Many companies’ digitalization programs have concentrated on strengthening the efficiency of current business processes. Thus, these initiatives have contributed to the efficiency of traditional analog activities by using data and smart algorithms. In contrast, the efficiency of the underlying data management was largely neglected, but the COVID-19 pandemic has highlighted its importance. To overcome the limited emphasis on sustainability and efficiency in the digital context, this paper focuses on data management efficiency. After detailing this concept, it is linked to the growing literature about creating shared value, and a process segmentation for implementing shared value innovations in the field of digital efficiency is developed. Originality/value The paper extends research into digital transformation by emphasizing that the distinction of effectiveness and efficiency is as relevant in the digital context as in the traditional analog environment. It further provides new insights into creating shared value because it increases the awareness of researchers and managers to consider data management efficiency as a basis for shared value innovation with positive effects on the triple bottom line. The paper also contributes to entrepreneurial marketing research because data management efficiency provides significant opportunities for entrepreneurs, startup firms and innovators in established organizations to develop entirely new markets based on new services, solutions and business models. Finally, the paper deepens the understanding of the innovation-based view of firm performance.

Open innovation for sustainability through creating shared value-role of knowledge management system, openness and organizational structure

2020 ◽  
Vol 24 (10) ◽  
pp. 2491-2511 ◽  
Author(s):  
Sushil S. Chaurasia ◽  
Natashaa Kaul ◽  
Babita Yadav ◽  
Dhirendra Shukla
Keyword(s):  
Knowledge Management ◽  
Organizational Structure ◽  
Open Innovation ◽  
Management System ◽  
Knowledge Management System ◽  
Shared Value ◽  
Content Type ◽  
Body Of Knowledge ◽  
Creating Shared Value ◽  
Different Levels

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.

Corporate social responsibility, country reputation and corporate reputation

2019 ◽  
Vol 27 (2) ◽  
pp. 178-197 ◽  
Author(s):  
Keith James Kelley ◽  
Thomas A. Hemphill ◽  
Yannick Thams
Keyword(s):  
Latin America ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Emerging Markets ◽  
Shared Value ◽  
Content Type ◽  
Country Reputation ◽  
Creating Shared Value ◽  
Corporate Social ◽  
The Relationship

Purpose This paper aims to explore the relationship between corporate social responsibility (CSR) and corporate financial performance (CFP) from a shared value perspective. Adopting reputation as a multilevel form of value that mediates the CSR–CFP relationship, the paper explains how CSR initiatives may enhance both firm and country reputation and how the amount of shared value between the two leads to CFP. Design/methodology/approach The paper first establishes the theoretical foundation for the relationship between CSR and CFP. It then draws connections to a more recent stream of literature surrounding the concept of creating shared value to expand upon this relationship, adopting reputation as a multilevel form of shared value that mediates the CSR–CFP relationship. The paper further discusses moderating influences of this relationship that may vary contextually with emerging economies such as those in Latin America. Findings The paper argues that as markets become further developed, CSR initiatives will create a higher proportion of shared reputational value between a corporation and country. This is the result of from aligning CSR initiatives that benefit a society, with the strategic goals of the firm – the essence of creating of shared value – but is more difficult in emerging markets, especially volatile ones. Originality/value This paper offers insight into a complex relationship between CSR, shared reputational value and CFP by introducing the more recent concept of creating shared value. Several propositions related to this general relationship, and some related to the difference among emerging markets (such as those in Latin America), address the need for more research related to corporate and country reputation, creating shared value and in the emerging market context.

scholarly journals Creating shared value: the case of innovability at Suzano in Brazil

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Silvia Ferraz Nogueira De Tommaso ◽  
Vanessa Pinsky
Keyword(s):  
Social Welfare ◽  
Value Chain ◽  
Local Community ◽  
Collaborative Work ◽  
Organization Culture ◽  
Primary Data ◽  
Collaborative Management ◽  
Shared Value ◽  
Content Type ◽  
Creating Shared Value

PurposeThis study aims to investigate how Suzano implemented shared value (SV) strategies to reconcile profitability and social welfare by joining innovation and sustainability.Design/methodology/approachThe authors use an exploratory, descriptive qualitative approach using the interactive qualitative analysis (IQA) method. IQA procedures and protocols were operationalized to get to Suzano's SV system. Primary data were collected through in-depth interviews. Content analyses were conducted with the support of Atlas.ti software.FindingsThe most relevant findings of this research are (1) Suzano developed a unique strategy to spread collaborative and innovation mindset throughout the organization called “innovability”; (2) Suzano's effort to understand local community's demands and a collaborative work raised the companies' profitability and enabled prosperity for the community; (3) the IQA procedures and protocols enabled the development of a Suzano's SV system, composed of nine elements and their relationships. They are purpose-driven leadership, materiality matrix, social welfare, profitability, ecosystem, business results, social results, impact and sustainable economic development, (4) purpose-driven leadership is the system's driver.Research limitations/implicationsThis study was limited to studying the implementation of the SV as a strategy to reconcile profitability and welfare. Despite the findings about the company's conflicts with local communities and the strategy with small family producers, other studies could evaluate the strategy of different stakeholders, such as the supply chain since Suzano is one of the leading companies of paper sales in Brazil.Practical implicationsBy using IQA protocols and the nine elements of this study, other researchers may replicate it to investigate the adoption of SV strategies in other organizations. The SV system developed in this study may be used by business leaders to disseminate the SV policies and practices in their organization.Social implicationsThe company adopts the three forms of SV -reconceiving products and markets, redefining productivity in the value chain and developing clusters with the local community-as strategies for sustainable and collaborative management. Suzano was led to get involved with the problems and conflicts' root causes. By doing so, the company unlocked innovation as a driver to achieve sustainable and responsible management. For them, innovation is in service of sustainability, creating innovability. Both concepts are part of the whole organization culture and practice. Innovability is Suzano's essence, and SV strategies are the means to scale it.Originality/valueThe originality of the paper relies on the method and techniques used to gather and analyze primary data, in which the unit of analysis (Suzano's SV strategy) was considered a system. Major findings were validated with research participants. By using IQA protocols and the nine elements of this study, other researchers may replicate it to investigate the adoption of SV strategies in other organizations.

Measuring shared value in multinational corporations

2018 ◽  
Vol 14 (4) ◽  
pp. 917-933 ◽  
Author(s):  
Thomas Laudal
Keyword(s):  
Multinational Corporations ◽  
Design Methodology ◽  
Relevant Literature ◽  
Shared Value ◽  
Content Type ◽  
Academic Literature ◽  
Creating Shared Value ◽  
Environmental Criteria ◽  
Corporate Social ◽  
Practical Implications

Purpose According to the paper “Creating shared value” (CSV) (Porter and Kramer, 2011), three specific strategies will expand the firm’s pool of available economic and social values and improve businesses’ competitive position over time. However, firms’ performances are not systematically compared to validate this claim. The purpose of this paper is to suggest a path towards delineating CSV to validate the claim and to contribute to the foundation of an industry-specific ranking based on CSV. Design/methodology/approach This paper attempts to delineate CSV based on relevant literature, including the critique of CSV, to measure CSV empirically. The suggested indicators of CSV are based on an interpretation of Porter and Kramer (2011) referring to a market-centric approach to corporate social responsibility (CSR). Findings None of the CSV strategies proposed by Porter and Kramer (2011) are new to the academic literature, though several scholars argue that these strategies, taken together, characterize prosperous multinational corporations (MNCs). Research limitations/implications The relevance and usefulness of the indicators presented here will vary among industries. Practical implications CSV indicators may be the source for an industry-specific ranking of MNCs. An index based on these indicators may reveal systematic differences between industries. Social implications A CSV index would include synergies between commercial and CSR-related performances of firms. If a CSV index attracts international attention, the rank of an MNC would indicate to what degree MNCs succeed in integrating their commercial and CSR-related strategies and influence the valuation of firms. Originality/value A CSV index based on these indicators enables to rank MNCs according to both commercial, social and environmental criteria, and thereby transcend the divide between CSR indexes and commercial indexes.

scholarly journals The limits of consequential reasoning in shared value creation

2019 ◽  
Vol 29 (1) ◽  
pp. 26-38 ◽  
Author(s):  
Jooho Lee
Keyword(s):  
Value Creation ◽  
Alternative Model ◽  
Cognitive Process ◽  
Design Methodology ◽  
Social Needs ◽  
Organizational Studies ◽  
Shared Value ◽  
Content Type ◽  
Creating Shared Value ◽  
New Framework

PurposeThis paper aims to move beyond the limits of creating shared value (CSV) by presenting a norms-driven framework for creating shared value.Design/methodology/approachThis paper combines insights from organizational studies and philosophy to critique CSV and to articulate an alternative model for integrating the pursuit of profit with social needs and demands.FindingsCSV poses significant challenges for managers due to the problem of bounded rationality. Rather than merely engaging in a logic of consequence, this paper argues that managers should integrate norms-based reasoning within the cognitive process of strategic management.Originality/valueThis paper critiques an existing framework for creating shared value and proposes a new framework.

Nestlé South Africa: leading multi-stakeholder partnership response in the COVID-19 context

2020 ◽  
Vol 10 (3) ◽  
pp. 1-18
Author(s):  
Ravi Pillay ◽  
Caren Brenda Scheepers
Keyword(s):  
Learning Outcomes ◽  
Community Involvement ◽  
Community Support ◽  
Unintended Consequences ◽  
Shared Value ◽  
Theoretical Frameworks ◽  
Content Type ◽  
Stakeholder Groups ◽  
Creating Shared Value ◽  
Multi Stakeholder

Learning outcomes The learning outcomes are as follows: identifying and prioritising of stakeholders’ needs during crises; gaining insight into applying contextual intelligence in leaders’ decision-making on philanthropic investments; and evaluating initiatives by differentiating between creating shared value and corporate social responsibility. Case overview/synopsis On 15 March 2020, Bruno Olierhoek, Chairman and MD, Nestlé East and Southern Africa considers his dilemma of where to focus his community support initiatives during COVID-19, which could reflect their company’s purpose of enhancing quality of life and contributing to a healthier future in their response to the crisis? Also, creating shared value (CSV) was in their DNA as a company, and they wanted to do more than philanthropic gestures; therefore, they had to decide carefully about leveraging their strategic partnerships in the relief effort. The case highlights existing community involvement projects, pre-COVID-19, which illustrate multi-stakeholder collaboration. These existing trust relationships and partnerships are then leveraged during the COVID-19 pandemic. The case highlights unintended consequences of Nestlé’s gesture of donating food products to the 5,000 frontline health-care workers for specific stakeholder groups, such as the positive emotional responses of Nestlé’s own employees. These events in the case relate to existing theoretical frameworks, such as corporate citizenship which elicits pro-organisational behaviour in stakeholder groups. Complexity academic level Postgraduate programmes MBA or MPhil. Supplementary materials Teaching Notes are available for educators only. Subject code CSS: 7 Management Science

Mejor en Bici: business model innovation and shared value

2019 ◽  
Vol 9 (3) ◽  
pp. 1-27
Author(s):  
Mario Andres Manzi ◽  
Erika Johanna Caicedo ◽  
Daniel Alberto Cardona
Keyword(s):  
Business Model ◽  
Harvard Business Review ◽  
Business Model Innovation ◽  
Shared Value ◽  
List Type ◽  
Strategic Decisions ◽  
Social Implication ◽  
Content Type ◽  
Creating Shared Value ◽  
Start Up

Study level/applicability This case is appropriate for entrepreneurship courses where the topics are generation of business model, business model innovation and shared value. It can be used at undergraduate and graduate levels. Case overview This case addresses the challenges that Mejor en Bici (in English: Best by Bike), a start-up that promotes mobility by bicycle, had to face from 2010 to 2015 at the level of its business model and generation of shared value. The case narrates the main achievements and obstacles in this path of entrepreneurship and how, through this process, a business model should be designed that allows strategic decisions to be taken to achieve sustained growth. In addition, this case examines how from early stages in entrepreneurship it is possible to generate shared value as a strategic component. Expected learning outcomes Identify and present the value proposition of Mejor en Bici to understand where a business model starts. Design and evaluate the business model of Mejor en Bici from an innovation perspective. Apply the concept of shared value in the generation of a business proposal for Mejor en Bici based on their business model. Supplementary materials Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers and challengers. John Wiley & Sons. Pages: 14-44; 56-108; 244-262. Porter, M. E. and Kramer, M. R. (2011). The big idea: Creating shared value. Harvard Business Review, 89, 1-18. Amit, R. and Zott, C. (2012). Creating value through business model innovation. MIT Sloan Management Review, 53, 40-59. Social implications The social implication of this case lies in the motivation and guidance that potential entrepreneurs and students who analyze this case will receive. They can learn from a successful but complex experience how to start a business in a sustainable and responsible way. Subject code CSS 3: Entrepreneurship

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