A collection of research crowd-sourced from top thinkers in the shared value community.
Innovating for Shared ValueMarc Pfitzer, Harvard Business Review, 2013
Company leaders recognize that social problems present significant limitations to their operations as well as vast opportunities for growth, but many are struggling to design and implement shared value initiatives that deliver both social and business benefits. A study of 30 companies that have adopted a shared value approach resulted in a framework of 5 key elements required to successfully create shared value.
Measuring Shared Value – How to Unlock Value by Linking Social and Business ResultsMichael Porter et al., FSG, 2012
When companies adopt a shared value approach but do not understand or rigorously track the connection between social and business results, they miss important opportunities for innovation, growth, and social impact at scale. This report identifies four steps to shared value measurement, and identifies how measurement illuminates the direct connection between tackling social issues and achieving economic success, which ends investor skepticism and drives further shared value adoption.
Revisiting the Role of Shared Value in the Business-Society RelationshipMark Aakhus & Michael Bzdak, Business & Professional Ethics Journal, 2012
This article examines Michael Porter and Mark Kramer’s contributions to the shared value concept to identify its limits and boundaries as a framework for understanding the role of philanthropy and traditional corporate social responsibility. The article is useful for those who wish to take a more critical look at Porter and Kramer’s contributions while positioning the role of business in society at large.
Mark Aakhus is an Associate Professor at Rutgers University, and Michael Bzdak is the Director of Corporate Contributions at Johnson & Johnson.
Pricing to Create Share ValueMarco Bertini & John T. Gourville, Harvard Business Review, 2012
Marco Bertini is a Professor at the London Business School who focuses on marketing. John Gourville is a Professor of Business at Harvard Business School.
This article focuses on the way pricing and cost structures within a company can either enhance or hinder shared value initiatives. While the article is pitched towards those in management positions, it is useful for anyone working closely with corporate organisations or those developing their own shared value organisations.
Creating Shared Value: A How to Guide for the new Corporate (R)evolutionValerie Bockstette & Mike Stamp, Foundation Strategy Group, 2011
Creating shared value requires a sustained effort across an entire organisation. To make a real impact it takes more than rhetoric – it takes action.
Valerie Bocksette, a Director at FSG, and Mike Stamp, a senior consultant, have authored a report that identifies the ten key building blocks that can ensure an organisation make shared value creation a realty. The article begins with discussion of how companies can begin to embrace the concept, and then turns attention to implementing practical steps.
Shared Value – Future of GreenMark Kramer, Stanford Social Innovation Review, 2011
In this 2011 interview conducted by Social Innovation Conversations, Kramer discusses the challenges of coordinating traditional corporate social responsibility projects. Kramer talks specifically about the cell phone industry in emerging markets and how businesses thrive when local communities were involved participants, creating shared value for all.
Kramer argues, “companies inclined to rethink their corporate social responsibility (CSR) efforts should invest in the social sector and “shared value.”
Roundtable on Shared ValueJohn Kania and Mark Kramer, Stanford Social Innovation Review, 2011
In 2011, executives from ten major corporations gathered for a leaders summit in New York City to discuss how their organisations are putting social issues at the core of their company’s strategy and operation.
The summit was led by Mark Kramer and John Kania, the managing director at FSG. A wide range of of candid discussions ensure and a number of interesting points were made as to how companies can begin to address fundamental social problems when they pursue shared value.
The article is a summary of the roundtable meeting and a good introduction to the concept.
Creating Shared ValueMark Kramer & Michael Porter, Harvard Business Review, 2011
The concept of shared value, which focuses on the connection between societal and economic progress has the power to unleash the next wave of global growth.
Kramer and Porter argue that there are three ways in which a company can create shared value; by reconcieving products and markets, by redefining productivity, and by enabling local cluster development. The seminal text on shared value that advanced academic and business strategy interest.