Creating competitive advantages – The European CSR-strategy compared with Porter’s and Kramer’s Shared value approach 1. Introduction What the various definitions one can find for cor-porate social responsibility (CSR) have in common is that most of them refer to the triple bottom line approach of Elkington (1997) that focuses on the

Porter och Kramer (2006) skriver “If instead, corporations were to analyze their prospects for social responsibility using the same frameworks that guide their core business choices, they would discover that CSR can be much

Not only do they criticize the four principles on which CSR rests: moral obligation Porter, M. E. and M. R. Kramer. 2006. Strategy and Society: The link between competitive advantage and corporate social responsibility. Harvard Business Review (December): 78-92 CSR can be much more than just a cost, constraint, or charitable deed. Approached strategically, it generates opportunity, in-novation, and competitive advantage for corporations—while solving pressing so-cial problems. How to practice strategic CSR? Porter and Kramer advise pioneering innovations in your offerings and operations that create We analyze, from the viewpoint of value creation, the evolution of Corporate Social Responsibility (CSR) thought from Friedman critical view of CSR to Porter and Kramer “shared-value” proposition, emphasizing, at the same time, its parallelism with the evolution of asset valuation models from the viewpoint of common stocks value.

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Resultatet av den insamlade datan visade att IKEA arbetar med CSR genom egna, konkretiserade mål som är kärnan i hållbarhetsarbetet och att de förhåller sig till ett flertal organisationers riktlinjer för hur CSR ska tillämpas. En viktig komponent i Porter and Kramer (2006, 2011) are very clear that shared value is not corporate social responsibility. Not only do they criticize the four principles on which CSR rests: moral obligation Porter and Kramer are the cofounders of both FSG Social Impact Advisors and the Center for Effective Philanthropy, a nonprofit research organization. The prevailing approaches to CSR are so disconnected from business as to obscure many of the greatest opportunities for companies to benefit society. Porter och Kramer (2006) menar att strategisk CSR handlar om att välja en unik position, att göra saker annorlunda från sina konkurrenter och därmed differentiera sig. En del mindre företag i klädindustrin har upptäckt de strategiska möjligheterna som CSR erbjuder. April 10, 2007.

The prevailing approaches to CSR are so disconnected from business as to obscure many of the greatest opportunities for companies to benefit society. Porter and Kramer re-frame the business proposition by trying to recognize that “societal needs, not just conventional economic needs, define markets, and social harms can create internal costs for firms” (Porter & Kramer, 2011). By conceptualizing CSR as a source of competitive advantage, Michael E. Porter and Mark R. Kramer developed one of the most influential theories on the importance of CSR. Porter, Head of the Institute for Strategy and Competitiveness at Harvard Business School, is famous for his eponymous competitive strategy, Porter’s five forces.

22 Feb 2016 When Porter and Kramer initially outlined Corporate Social Responsibility in 2006, they categorized CSR activities into responsive and 

CSR remains a promising source to achieve competitive advantage (Porter & Kramer, 2006; Voegtlin et al., 2012). Working with CSR can further be motivated by the need to attract and retain employees since they value responsible companies (Emmott & Worman, 2008).

Brons: Jämtlands Oatmeal Porter (Jämtlands Bryggeri) Veteöl max Brons: Cidraie (CSR) Silver: Knappogue Castle 1995 Single Malt, Irland (Stellan Kramer)

@article{Porter2006StrategyAS, title={Strategy and society: the link between competitive advantage and corporate social responsibility.}, author={M. Porter and M. Kramer}, journal={Harvard business review}, year={2006}, volume={84 12}, pages Porter and Kramer are the cofounders of both FSG Social Impact Advisors and the Center for Effective Philanthropy, a nonprofit research organization. The prevailing approaches to CSR are so disconnected from business as to obscure many of the greatest opportunities for companies to benefit society. Michael Porter and Mark Kramer (2006) proposed a new way to look at business that does not “treat corporate success and social welfare as a zero sum game” (p.1). In this thought provoking article, they describe four prevailing justifications for corporate social responsibility (a) moral obligation, (b) sustainability, (c) license to operate, and (d) reputation. 2015-04-17 Michael Porter and Mark Kramer introduce Creating Shared Value into the theoretical debate in 2006 with Nestlé as a leading light in CSV application (Porter and Kramer, 2006; ibid.

Ultimately, the argument that Porter and Kramer are building (and this is now their third HBR CSR article, following on from ‘The Competitive Advantage of Corporate Philanthropy’ in 2002 and ‘Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility’ in 2006) is that firms should identify issues containing both economic and social goals, and then utilize their expertise to generate market-based solutions. Porter and Kramer drew a distinction between the common activities related to the well-established model of Corporate Social Responsibility (CSR) and their new business concept of Creating Shared Value. We analyze, from the viewpoint of value creation, the evolution of Corporate Social Responsibility (CSR) thought from Friedman critical view of CSR to Porter and Kramer “shared-value” proposition, emphasizing, at the same time, its par-allelism with the evolution of asset valuation models from the viewpoint of common stocks value. Abstract We analyze, from the viewpoint of value creation, the evolution of Corporate Social Responsibility (CSR) thought from Friedman critical view of CSR to Porter and Kramer “shared-value” Porter and Kramer (2002) “The Competitive Advantage of Corporate Philanthropy”, seeks to address the tension of addressing the demand for greater levels of CSR with the demand for short term profits focusing on how a society's ‘competitive context’ impacts business arguing it is possible to see long term economic and social goals as connected. How to practice strategic CSR? Porter and Kramer advise pioneering innovations in your offerings and operations that create distinctive value for your company and society.
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Samt ÅF Exempel på olika verktyg: CSR, etik, socialt företagande, ledningssystem, miljömärkning,. Spence vs porter live: UFC 261 Postkamp-Show Porter och Kramer (2011) introducerade CSV som ett substitut till CSR som de anser brister  Porter, M.E., and Kramer, M.R. (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business  CSR är nog så viktigt som CSV, men i ett nyfött företag är det CSV som måste Artikeln: Michael E. Porter och Mark R. Kramer, The Big Idea  Kritiker hävdar däremot att ”Porter och Kramer berättar i princip den gamla CSV-konceptet ersätter CSR för det är ett sätt för företag att  Fyra av de tio högst prioriterade områdena inom CSR hade alltså enligt Men det CSR-arbete som Porter och Kramer beskriver är mer  Nyckelord: hllbart varumrkesbyggande, CSR, Creating shared value, frhllande till kostnad, inte bara frdelar (Porter & Kramer, 2011). Grundläggande principer för CSR, typer och former av CSR. Ursprunget till CSR Porter, Michael; Mark Kramer.

Academic writing elaborated on the criticism, noting that Porter and Kramer had artificially built up a distinction between corporate social responsibility (CSR)  Porter and Kramer (2002), The authors argue that there are no inconsistencies between improving the competitiveness of a company and making a genuine  1 Feb 2007 Porter and Mark R. Kramer, and "The Path to Corporate Responsibility" by Simon Zadek. Learning Objective.
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93) Porter & Kramer (2011) see a key role for businesses in linking corporate success (economic value) and social progress (social value) by creating shared.

Michael E. Porter & Mark Kramer, Creating Shared Value, Harvard Business Review,  av C Holm — McElhaney, 2008; Porter & Kramer, 2006). Målet är därför, enligt Borglund et al.