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Central European Management Journal

Zobacz wydanie
Rok 2016 
Tom 24 
Numer 2

How Creating Shared Value Differs From Corporate Social Responsibility

Piotr Wójcik
Kozminski University

2016 24 (2) Central European Management Journal

DOI 10.7206/jmba.ce.2450-7814.168

Abstrakt

Purpose: This study attempts to make a contribution to theory by disentangling the concept of creating shared value (CSV) from corporate social responsibility (CSR). In doing so, the study provides a preliminary outline for CSV analysis.

Approach: This study is conceptual in character. It is based on a review of literature on CSR and CSV and adopts the perspective of economic and social value creation.

Findings: The findings show that 1) CSR comes down to sharing the economic value created in order to build social value and 2) CSV is the process of change of the relation between a firm’s outcomes and inputs that generates social value. In other words, it comes down to economic value creation through creating social value.

Originality: This study provides arguments revealing that to understand the differences between the notions of CSV and CSR, it suggests adopting the concepts of economic and social value. The study therefore bridges the gap in theory in this respect and outlines a preliminary conceptual basis for CSV analysis. It is expected that the findings of this study will serve as a reliable basis for further discussion and CSV concept development.

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Kompletne metadane

Cytowanie zasobu

APA style

Wójcik, P.. (2016). How Creating Shared Value Differs From Corporate Social Responsibility. Central European Management Journal, 24(2), 32-55. https://doi.org/10.7206/jmba.ce.2450-7814.168 (Original work published 2016)

MLA style

Wójcik, P.. „How Creating Shared Value Differs From Corporate Social Responsibility”. 2016. Central European Management Journal, t. 24, nr 2, 2016, ss. 32-55.

Chicago style

Wójcik, Piotr . „How Creating Shared Value Differs From Corporate Social Responsibility”. Central European Management Journal, Central European Management Journal, 24, nr 2 (2016): 32-55. doi:10.7206/jmba.ce.2450-7814.168.