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

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: the case of innovability at Suzano in Brazil

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.

PROGRAM MENCIPTAKAN MANFAAT BERSAMA UNTUK MENINGKATKAN PENDAPATAN PETANI PISANG DI KABUPATEN TANGGAMUS, PROVINSI LAMPUNG

<p>The Creating Shared Value (CSV) program as an alternative to the Corporate Social Responsibility (CSR) program provides options that allow companies to increase competitiveness while stimulating inclusive growth in reducing the poverty of farming families. This study examines the CSV program by looking at farmers' interests and the impact of the CSV program on banana commodities in Tanggamus Regency, Lampung Province. This study uses primary data obtained from surveys of 60 partner and non-partner farmers and in-depth interviews with 18 people involved in the existing business model. This research was conducted in March-April 2020. The data were analyzed descriptively. The results showed that the CSV program had been implemented in the location. In this CSV program, farmers get assistance from the company and certainty of selling banana products at an agreed price. However, not all farmers are interested in the program for various reasons, including due to limited land, limited time available, and farmers who do not want to be bound by work agreements. The impact of the CSV program on the banana commodity on household farmers' income has not been significant because bananas are not the primary source of livelihood for household farmers. The policy implication is that the CSV program can be an alternative to CSR programs. However, the success of this program also needs to consider the profile and the sources of livelihoods of farmers to ensure that farmers' interest and involvement can be more optimal.</p>

Sustainable Corporate Entrepreneurship of Publicly Traded Commercial Banks: A Developing Country Perspective

This paper aims to create empirical support about Creating Shared Value (CSV) notion developed by Porter, M.E. and Kramer, M.R. (2011). To accomplish the aim, the study has developed a set of decision rules to recognize banking products or services that can be characterized as Sustainable Corporate Entrepreneurship (SCE). This has been done by reviewing the literature of SCE, CSR, and CSV in the domain. Hereafter, it has made content analysis of annual reports of randomly selected banking corporations in light of the decision rules developed earlier. The purpose is to explain if CSV notion can be used as credible evidence of current SCE practices in the context of developing country like Bangladesh. To attain this purpose, the study has randomly selected 50 percent of the commercial banks out of 30 DSE listed commercial banks in Bangladesh. The study has found that banking corporations are engaged in SCE, though their performances on that are increasing in absolute terms (over the year), not in relative terms (over general investment). Moreover, financial performance remains constant for banks that are engaged exceptionally in SCE. Hence, the findings somewhat support the CSV notion to explain the current practices of SCE. Keywords: Entrepreneurship, Sustainable entrepreneurship, Sustainable corporate entrepreneurship, Corporate social responsibility, Creating shared value, Shared value

PERSEPSI PELANGGAN TERHADAP MANFAAT KEGIATAN CREATING SHARED VALUE DAN KEBERLANJUTAN USAHA PT UNILEVER INDONESIA TBK

The company as an entity that does business in producing and selling its products to consumers, cannot be separated from the environment around the company. This is because the company will produce products that will be sold for the desired profitability and affect the surrounding environment, so the company is also required to creating shared value, which have an impact on the problem of business sustainability. The purpose of this study was to obtain empirical evidence of customer perceptions about the benefits of creating shared value activities and business sustainability of PT Unilever Indonesia Tbk on the products purchased. The population to be sampled is a randomly selected Unilever product customer in West Jakarta, who has the same chance of being selected as a sample. The research sample was 30 samples. Customers have responded well to the benefits of creating shared value for their own customers and have a positive impact on the company because it will benefit the sustainability of PT Unilever Indonesia Tbk. The result of the customer's perception of the benefits of creating shared value is a higher percentage of agree that the product is easy to find because it has a good logistics system and competitive advantage over Unilever's product innovations. The samples were taken only from West Jakarta, so the results cannot be generalized to all Unilever product customers in Indonesia. This research is expected to improve the company's reputation for the benefits of creating shared value activities and their impact on the business sustainability of PT Unilever Indonesia Tbk.Perusahaan sebagai entitas yang melakukan bisnis dalam memproduksi dan menjual produknya terhadap konsumen, tidak terlepas dari lingkungan sekitar perusahaan berada. Hal ini dikarenakan perusahaan akan memproduksi produk yang akan dijual untuk profitabilitas yang diinginkan dan mempengaruhi lingkungan sekitar, maka perusahaan pun dituntut untuk melakukan creating shared value, yang berdampak pada masalah keberlanjutan usahanya. Tujuan dari penelitian ini adalah untuk memperoleh bukti empiris persepsi pelanggan tentang manfaat kegiatan creating shared value dan keberlanjutan usaha PT Unilever Indonesia Tbk terhadap produk yang dibeli. Populasi yang akan dijadikan sampel adalah pelanggan produk Unilever di Jakarta Barat yang dipilih secara acak, yang memiliki peluang yang sama untuk dipilih menjadi sampel. Sampel penelitian sebanyak 30 sampel. Pelanggan telah merespon dengan baik manfaat kegiatan creating shared value bagi pelanggannya sendiri serta berdampak positif bagi perusahaan karena akan bermanfaat bagi keberlanjutan PT Unilever Indonesia Tbk. Hasil dari persepsi pelanggan terhadap manfaat kegiatan creating shared value lebih tinggi persentase setujunya terletak pada produk yang mudah dicari karena memiliki sistem logistik yang baik dan keunggulan kompetitif atas inovasi produk Unilever. Sampel yang diambil hanya dari Jakarta Barat, sehingga hasilnya tidak bisa dijadikan generalisasi untuk semua pelanggan produk Unilever di Indonesia. Penelitian ini diharapkan dapat meningkatkan reputasi perusahaan atas manfaat kegiatan creating shared value dan dampaknya terhadap keberlanjutan usaha PT Unilever Indonesia Tbk.

Uncovering value creation in innovation ecosystems: paths towards shared value

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.

SOCIAL ENTREPRENEURSHIP DAN CORPORATE SHARED VALUE UNTUK PEMBERDAYAAN PETERNAK SAPI PERAH

Peternakan sapi merupakan salah satu sub-sektor yang berperan penting bagi masyarakat Indonesia. Selain karena usaha peternakan sapi mendorong perekonomian masyarakat di wilayah-wilayah pedesaan, peternakan sapi juga penting dalam menjaga ketahanan pangan nasional. Sayangnya masih banyak peternak sapi rakyat yang hidup pra-sejahtera. Maka dari itu diusung dua buah konsep yang saling berkesinambungan untuk mengatasi permasalahan para peternak sapi rakyat. Konsep pertama adalah social entrepreneurship  di mana para peternak dapat membentuk suatu social entreprise bersama untuk meningkatkan daya saing mereka di pasar. Dengan konsep ini, para peternak rakyat dapat menyatukan sumber daya yang mereka miliki dalam satu organisasi yang terstruktur dan memiliki legalitas yang lebih kuat. Jika dalam membentuk social entreprise ini para peternak mengalami kesulitan modal, maka mereka dapat menggunakan konsep kedua yaitu creating shared value (CSV). CSV merupakan konsep di mana perusahaan yang bermodal kuat bergandengan dengan social entreprise, bukan hanya untuk mendukung social entreprise itu, namun juga untuk berbagi nilai yang saling menguntungkan. Dengan adanya kerjasama jenis ini, social entreprise dapat berkembang tanpa ketakutan akan kurangnya modal, sedangkan perusahaan pemodal bisa memperoleh keuntungan seperti pasokan bahan baku, pembagian keuntungan, maupun peluang usaha baru. Konsep-konsep ini telah dilaksanakan di negara berkembang lain seperti India dan memberikan dampak positif. Maka dari itu diharapkan konsep-konsep ini juga dapat dijalankan di berbagai wilayah di Indonesia dengan dorongan dari pemerintah, institusi pendidikan, maupun organisasi nirlaba.

Creating Shared Value in BoP Communities with Micro-Manufacturing Factories: A Systematized Literature Review

Background: Shared value creation in base of the pyramid (BoP) communities is a crucial process towards building sustainable societies. BoP communities in developing countries represent more than 4 billion people who live on low incomes with limited access to basic products and services. Current or emerging technologies offer promising solutions for organisations pursuing manufacturing opportunities in BoP communities. This study seeks to explore the literature on how BoP communities may become active participants in sustainably manufacturing products using micro-manufacturing factories. The research question posed is: What are the core concepts that need to be taken into consideration for creating shared value through micro-manufacturing factories in BoP communities? Method: A systematised literature review (SLR) was completed following the Preferred Reporting Items for Systematic reviews and Meta-Analysis (PRISMA) method for data selection criteria and analysis. The SLR is used to explore the state of literature with regards to creating manufacturing shared value in BoP communities with the objective to identify study gaps and to explore manufacturing shared value creation concepts. Results: Literature indicates initiatives to engage BoP communities through various innovation strategies. The findings of the review are organised under three strategic pillars: capability building strategy, implementation process, and growth strategy. The capability building strategy defines the users’ intention to create shared value in BoP communities with micro-manufacturing factories (MMF). It is followed by the implementation process which guides the users to create manufacturing shared value in BoP communities. This is followed by a growth strategy to scale for impact.