Shared Value Innovation: Linking Competitiveness and Societal Goals in the Context of Digital Transformation

The idea of “creating shared value” has become very popular, but shared value creation has also been criticized. This paper may bridge some of the controversies by highlighting the need for innovation to successfully implement shared value programs. The paper develops the new concept of shared value innovation and discusses its building blocks drawing on different innovation types, such as product innovation, process innovation, service innovation, business model innovation, organization innovation, and management innovation. The paper further develops a process model of implementation steps for shared value innovation in the context of digital transformation. Based on an illustrative case study of mobility services, the concept of shared value innovation and its implementation steps are explained. Moreover, implications for academics and managers are discussed, which offer actionable starting points for creating shared value by linking economic performance and societal progress in firms’ core business activities.

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Data management efficiency: major opportunities for shared value innovation

Management Research Review ◽

10.1108/mrr-10-2020-0639 ◽

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.

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Value Innovation for Creating Shared Value in Social Enterprise: A N-VISIONS Case

Journal of Korea Service Management Society ◽

10.15706/jksms.2016.17.4.010 ◽

2016 ◽

Vol 17 (4) ◽

pp. 185-206

Author(s):

라준영

Keyword(s):

Social Enterprise ◽

Shared Value ◽

Value Innovation ◽

Creating Shared Value

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Uncovering value creation in innovation ecosystems: paths towards shared value

European Journal of Innovation Management ◽

10.1108/ejim-06-2021-0289 ◽

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.

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Building Blocks of Successful Digital Transformation: Complementing Technology and Market Issues

International Journal of Innovation and Technology Management ◽

10.1142/s0219877020500042 ◽

2020 ◽

Vol 17 (01) ◽

pp. 2050004 ◽

Cited By ~ 1

Author(s):

Ulrich Lichtenthaler

Keyword(s):

Artificial Intelligence ◽

Building Blocks ◽

Strategy Implementation ◽

Digital Transformation ◽

Primary Reason ◽

Strategy Formulation ◽

Strategic Renewal ◽

Conceptual Paper ◽

Strategic Transformation ◽

Implementation Steps

Strategic transformation is the primary reason why digitalization, artificial intelligence and related changes are on the top of most corporate agendas. Currently, many firms have completed the stage of strategy formulation for their digital transformation and are in the phase of strategy implementation. Here, many firms face major difficulties, which often result from an emphasis on technology issues at the expense of market-related issues. Following the innovation-based view and a conceptual framework of technology push and market pull effects, this conceptual paper presents important building blocks of successful digital transformation. On this basis, it illustrates the typical focus of most firms at present and highlights the limitations of these approaches. To overcome these limitations, several implementation steps are presented. As such, this paper contributes to research into digital transformation and artificial intelligence as well as into managing strategic renewal in light of technological change.

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