Abstract:
PURPOSE : Society’s expectations of business are said to be increasing, with business expected to
play an influential role from a triple bottom line perspective. Shared value creation is a new,
emerging theme in the literature on corporate social responsibility (CSR). The stagnating South
African economy, the increasing incidence of protests against community conditions and the
increased expectations of stakeholders for business frame the study.
DESIGN/METHODOLOGY/APPROACH : This qualitative research study aimed to gain insight into
how shared value creation could be effected in a developing country. Additionally, it provided
insights into the reason for the nature of the expectations, the approach in effecting shared
value creation, and the benefits that could be realised by employing this business model.
FINDING/RESULTS : The study found that shared value creation can be effected successfully
through a partnership between government, business and communities together with strong
inter-stakeholder. Measurement of outcomes and feedback to the various stakeholders will
strengthen relationships with employees and fence-line communities and lead to improved
business performance. Benefits were identified as improved social capital, reduced
dependency on companies and a sustainable business.
PRACTICAL IMPLICATIONS : This concept proposes an approach to social responsibility that will
enhance the competitive advantage of the firm and is presented as strategic CSR. Numerous
literary contributions have criticised the concept for being too vague in its approach and for
being built on western world principles.
ORIGINAL/VALUE : Understanding the role of institutions (or lack thereof) in ecosystems
and the networks that are established and required was considered important in furthering
the operationalising of social responsibility concepts such as shared value creation.