Product Information:-

  • Journals
  • Books
  • Case Studies
  • Regional information
Request a service from our experts.
Visit the JDAL journal page.

Creating Shared Value: Restoring the Legitimacy of Business and Advancing Competitiveness

Special issue call for papers from Competitiveness Review

Guest Editors: Markus Scholz, University of Applied Science Vienna, Gastón de los Reyes, George Washington University School of Business, Mark Pfitzer, FSG

Submission deadline: 15 August 2016


Background and Motivation:

Ever since Michael Porter and Mark Kramer proposed Creating Shared Value (CSV) as a cure for the ailing legitimacy of business—originally in 2006 and more prominently in 2011—the idea has earned a central place in the conversation about the impacts—positive and negative—of business in society. McKinsey & Co. gave its award for the best article in Harvard Business Review in 2011 to Porter and Kramer’s contribution, which has already been cited nearly 3,000 times. The core idea in CSV is that companies should not ignore society, as under the narrow conception of capitalism that has done so much harm to the legitimacy of business, but rather should search for business opportunity in society’s needs. Strategies that respond to the challenges presented by society and the environment and also reinforce the competitive advantage of a company create shared value.

Academics who study business ethics and corporate responsibility remain sceptical about CSV, but even they confirm the significance of the idea by publishing critical articles in leading journals (e.g., Crane et al., 2014; Beschorner, 2013; see Dembek et al., forthcoming). Outside the academy, in the realm of corporate practice, Creating Shared Value has become a buzzword and a call to business action to address matters of sustainability—environmental and societal. CSV as a strategy tool has taken off, already adopted by leading international companies ranging from Allianz to Mattel and Nestlé to Unilever, to name only a few noteworthy examples.

Despite the far-reaching influence of Porter and Kramer’s work on CSV, the idea remains largely underdeveloped in its applications and in response to its criticisms, with few exceptions (e.g., Porter et al. 2012; Pfitzer 2013). This Special Issue aims to fill this gap. We call for papers that are motivated by the potential of CSV, and that are also mindful of the limitations presented by the approach, so as to further the excellence of strategy in society, both critically and constructively.

Goals and Topics:

The Special Issue invites papers that offer novel empirical and theoretical contributions that explore the scope and impact of CSV as well as its limitations and possible enhancements of the approach. 

• CSV case studies: Accounts of successful CSV initiatives (especially in industrial countries) that can elucidate how the value chain was developed and/or inspire the managerial imagination and initiative required to pursue similar initiatives

• Expansion of the CSV tool box: Theoretical and practical contributions that ground understanding of the CSV tool box according to the three modes identified by Porter and Kramer (i.e., new products and markets, reconceiving the value chain, and creating clusters) and, especially, that can expand the toolbox either with more detailed constructs (e.g., CSV based in new products in a service industry), through hybrid modes or with altogether new modes

• CSV possibilities: Theoretical contributions that identify how the CSV logic can be connected with the broader goals of the world community (e.g., the United Nations Millennium Development Goals / Sustainable Development Goals)

• CSV limitations: What are possible limitations of CSV?

• CSV organizationally: How should top management conceptualize and implement CSV strategies alongside more traditional business strategies? How should firms manage a “portfolio” of CSV initiatives? How to measure the comparative contribution to society of different CSV (and non-CSV) strategies? Measurement and reward systems. Whether to launch new initiatives in existing or specialized units.

• Replies to critics / further developments: How should CSV scholars respond to the critics from the CSR / business ethics community?


1.     All papers will be subject to double-blind peer review, according to author guidelines available at:
2.     Submissions to Competitiveness Review are made using ScholarOne Manuscripts: (please select the correct special issue from the drop-down menu)

Submission deadline: 15 August 2016


Argyres, N. and McGrahan, A. (2002), “An Interview with Michael Porter. Michael Porter on Competitive Strategy”, Academy of Management Executive, Vol. 16 No. 2, pp. 41–53.

Bertini, M. and Gourville, J.T. (2012), “Pricing to Create Shared Value”, Harvard Business Review, Vol. 90 No. 6, pp. 96–104.

Beschorner, T. (2013), “Creating Shared Value: The One-Trick Pony Approach. A Comment on Michael Porter and Mark Kramer”, Business Ethics Journal Review, Vol. 1 No. 17, pp. 106–112.

Biswas, A.K., Tortajada, C., Biswas-Tortajada, A., Joshi, Y.K. and Gupta, A. (2014), Creating Shared Value: Impacts of Nestlé in Moga, India, Springer Gabler, New York.

Bockstette, V. and Stamp, M. (2011), “Creating Shared Value: A How-to Guide for the New Corporate (R)evolution”, available at: (accessed 8 October 2015).

Bockstette, V., Pfitzer, M., Smith, D., Bhavaraju, N., Priestley, C. and Bhatt, A. (2014), “Banking on Shared Value: How Banks Profit by Rethinking Their Business”, available at: (accessed 13 October 2015).

Calton, J.M., Werhane, P.H., Hartman, L.P. and Bevan, D. (2013), “Building Partnerships to Create Social and Economic Value at the Base of the Global Development Pyramid”, Journal of Business Ethics, Vol. 117 No. 4, pp. 721-733.

Crane, A., Palazzo, G., Spence, L.J. and Matten, D. (2014), “Contesting the Value of "Creating Shared Value"”, California Management Review, Vol. 56 No. 2, pp. 130–153.

Dann, G. and Haddow, N. (2008), “Just Doing Business or Doing just Business: Google, Microsoft, Yahoo! and the Business of Censoring China´s Internet”, Journal of Business Ethics, Vol. 79, pp. 219–234.

Dembek, K., Singh, P. and Bhakoo, V. (2015/forthcoming), “Literature Review of Shared Value: A Theoretical Concept or a Management Buzzword?”, Journal of Business Ethics, pp. 1-37.

Hartman, L.P. and Werhane, P.H. (2013), “Proposition: Shared Value as an Incomplete Mental Model”, Business Ethics Journal Review, Vol. 1 No. 6, pp. 36–43.

Hidalgo, C., Peterson, K., Sith, D. and Foley, H. (2014), “Extracting with Purpose: Creating Shared Value in the Oil and Gas and Mining Sectors’ Companies and Communities”, available at: (accessed 8 October 2015).

Hills, G., Russell, P., Borgonovi, V., Doty, A. and Iyer, L. (2012), “Shared Value in Emerging Markets. How Multinational Corporations Are Redefining Business Strategies to Reach Poor or Vulnerable Populations”, available at: (accessed 8 October 2015).

Intercontinental Hotels Group (2014), “Responsible Business Report”, available at: (accessed 8 October 2015).

Kramer, M.R. and Tallant, K. (2014), “Roundtable on Shared Value in Education. Stanford Social Innovation Review”, available at: (accessed 8 October 2015).

Michelini, L. (2012), Social Innovation and New Business Models for Creating Shared Value: Creating Shared Value in Low-Income Markets, Springer, New York.

Michelini, L. and Fiorentino, D. (2012), “New business models for creating shared value”, Social Responsibility Journal, Vol. 8 No. 4, pp. 561–577.

Moon, H.-C., Pare, J., Yim., S.H. and Park, N. (2011), “An Extension of Porter and Kramer's Creating Shared Value (CSV): Reorienting Strategies and Seeking International Cooperation”, Journal of International and Area Studies, Vol. 18 No. 2, pp. 49–64.

Nestlé Group (2006), “The Nestlé concept of corporate social responsibility. as implemented in Latin America”, available at: (accessed 8 October 2015).

Novo Nordisk (2011), “Changing diabetes in China”, available at: (accessed 8 October 2015).

Peterson, K., Rehrig, M., Stamp, M. and Kim, S. (2012), “Competing by Saving Lives: How Pharmaceutical and Medical Device Companies Create Shared Value in Global Health”, available at: (accessed 15 October 2015).

Pfitzer, M., Bockstette, V. and Stamp, M. (2013), “Innovating for Shared Value”, Harvard Business Review, September Issue.

Pirson, M. (2012), “Social entrepreneurs as the paragons of shared value creation? A critical perspectivenull”, Social Enterprise Journal, Vol. 8 No. 1, pp. 31–48.

Porter, M.E. (1996), “What Is Strategy?”, Harvard Business Review, Vol. 74 No. 6, pp. 61–78.

Porter, M.E. and Ignatius, A. (2011), “Creating Shared Value B. A Harvard Business Review interview with Michael Porter (2/2)”, available at: (accessed 8 October 2015).

Porter, M.E. and Kramer, M.R. (1999), “Philanthropy's New Agenda: Creating Value”, Harvard Business Review, Vol. 77 No. 6, pp. 121–130.

Porter, M.E. and Kramer, M.R. (2002), “The Competitive Advantage of Corporate Philanthropy”, Harvard Business Review, Vol. 80 No. 12, pp. 56–68.

Porter, M.E. and Kramer, M.R. (2006), “Strategy and Society. The Link Between Competitive Advantage and Corporate Social Responsibility”, Harvard Business Review, Vol. 84 No. 12, pp. 78–92.

Porter, M.E. and Kramer, M.R. (2011), “Creating Shared Value. How to Reinvent Capitalism - and Unleash a Wave of Innovation and Growth”, Harvard Business Review, Vol. 89 No. 1, pp. 62–77.

Porter, M.E. and Kramer, M.R. (2014), “A response to Andrew Cranes et al´s article”, California Management Review, Vol. 56 No. 2, pp. 149–151.

Porter, M.E. and van der Linde, C. (1995), “Green and Competitive: Ending the Stalemate”, Harvard Business Review, Vol. 73 No. 5, pp. 120–134.

Scherer, A.G., Palazzo, G. and Seidl, D. (2013), “Managing Legitimacy in Complex and Heterogeneous Environments: Sustainable Development in a Globalized World”, Journal of Management Studies, Vol. 50 No. 2, pp. 259–284.

Schmitt, J. and Renken, U. (2012), “How to Earn Money by Doing Good! Shared Value in the Apparel Industry”, The Journal of Corporate Citizenship, Vol. 45, pp. 79–103.

Schwartz, M.S. and Carroll, A.B. (2003), “Corporate Social Responsibility: A Three-Domain Approach”, Business Ethics Quarterly, Vol. 13 No. 4, pp. 503–530.

Spitzeck, H. and Chapman, S. (2012), “Creating shared value as a differentiation strategy – the example of BASF in Brazilnull”, Corporate Governance, Vol. 12 No. 4, pp. 499–513.

Suchmann, M. (1995), “Managing Legitimacy: Strategic and Institutional Approaches”, Academy Of Management Review, Vol. 20 No. 3, pp. 571–610.

Szmigin, I. and Rutherford, R. (2013), “Shared Value and the Impartial Spectator Test”, Journal of Business Ethics, Vol. 114 No. 1, pp. 171-182.

Visser, W. (2013), “Creating shared value: Revolution or clever con?”, available at: (accessed 8 October 2015).