2021/12/01 by Hamid Khurshid, Robin Stanley Snell · 1 citation
Business, Management and Accounting · Decision Sciences · #Business #Business administration #Business ethics #Corporate social responsibility #Corporation #Creating shared value #Ethics in Business and Education #Greenwashing #Innovation and Knowledge Management #Innovation and Socioeconomic Development #Knowledge management #Multinational corporation #Organizational culture #Political science #Public relations #Sociology #Value (mathematics) #Value creation
paper · doi:10.1111/basr.12244
crossref issued 2021/12/01 · crossref published 2021/12/01 · crossref published-print 2021/12/01 · openalex publication_date 2021/12/01 · crossref published-online 2021/12/27 · crossref created 2021/12/28 · crossref deposited 2023/11/14 · openalex created_date 2025/10/10 · crossref indexed 2026/08/04 · openalex updated_date 2026/08/04
Abstract This paper analyzes moral foundations and organizational learning approaches in three small and medium‐sized enterprises (SMEs) and one multinational corporation (MNC), which have embraced business models or major projects that enact the strategy of creating shared value (CSV). In the four focal firms, all of which are based in Asia, we found that their adoption of CSV has been driven by moral principles and has entailed substantial organizational learning processes. Our case analyses illustrate a dynamic and mutually sustaining relationship within the four focal firms between organizational learning processes and shared value creation, supported by moral foundations. The four focal firms embraced CSV as a moral philosophy to improve their respective societal conditions, and we found no signs of greenwashing, branding, and organizational façades in their adoption of CSV practices.