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From Zero-Sum to Win-Win – Organizational Conditions for Successful Shared Value Strategy Implementation
The number of publications on shared value strategies (SVSs) is continuously increasing. Literature does not answer the question which organisational conditions are necessary and which conjunctions of conditions are sufficient for the successful implementation of SVSs. This research aims at filling the gap by condensing empirical evidence found in the literature on successful SVSs, stakeholder management, corporate social responsibility, and positive social change. The article synthesises the findings of these streams of research into a set-theoretical framework and proposes five complex conditions necessary for successful SVS implementation: shared value-oriented entrepreneurial vision, strategic alignment (STA), shared value-oriented innovation (SVI), networking capabilities (NCs), and impact monitoring. Additional empirical evidence from cases claiming successful implementation of SVS allows the suggestion of several simple conditions constituting the complex conditions. Qualitative comparative analysis can be used for empirically testing the necessity of the suggested conditions and the sufficiency of conjunctions of complex conditions for SVS implementation success. The proposed framework enhances theoretical knowledge concerning successful SVS implementation and is an important step to support management efforts in reorienting their companies from zero-sum strategies to win-win SVSs.
- Co-auteur(s) Mühlbacher H., Bobel I.
- Revue(s) European Management Journal, Vol. 37, 2018, pp. 313-324
- Classement(s) ABDC B
On Strategy and Competitiveness: 10 Recipes for Analytical Success
Bangalore Information Technology Cluster
The Information Technology (IT) cluster in Bangalore, India has developed substantially since the liberalization reforms introduced in 1991. This development has been underpinned by government support and a labor arbitrage strategy that seeks to carve out a share of the large IT services markets in Europe and the United States. More recently, however, these costs have been rising in India opening up opportunities for foreign IT service rivals in places such as Eastern Europe and China. With the labor arbitrage strategy waning, we believe the Bangalore IT cluster needs to realign its strategy towards higher-value exports and the growing domestic market. In order for such a strategy to work, a number of critical reforms are needed in allow the domestic IT services industry to adjust. Most, if not all, of these reforms require public sector support and it is here where the most intractable changes are necessary.
- Co-auteur(s) ANFINSEN M., JACOBUS S., JOHNSTON C., JONES U.
- Revue(s) International Journal of Economic Policy in Emerging Economies, 7(3), 2014/2015
- Classement(s) ABDC C