- Title
- Creating shared value through innovating business models: a case study of the Mapela Water Project
- Creator
- Moyo, Bonnie
- ThesisAdvisor
- Greyling, Leticia
- Subject
- Business planning -- South Africa
- Subject
- Strategic planning -- South Africa
- Subject
- Sustainable development -- South Africa
- Subject
- Social responsibility of business -- South Africa
- Subject
- Mineral industries -- South Africa
- Subject
- Mapela Water Project
- Subject
- Hourglass Model
- Date
- 2021-04
- Type
- thesis
- Type
- text
- Type
- Masters
- Type
- MBA
- Identifier
- http://hdl.handle.net/10962/177135
- Identifier
- vital:42793
- Description
- Shared value creation is a contemporary concept that aims to address the strained relationship between business and society through business models that expand the competitive advantage of business while addressing societal challenges in the business environment. Being a novel concept, studies on how value is created and shared are limited, especially where the unit of analysis is a specific project. This paper investigates how value is created and shared among stakeholders using a water project case study reported as a shared value initiative. The investigation is considered under the Hourglass Model (Ludeke-Freund, Massa, Bocken, Brent and Musango, 2016) as a guiding framework. This sustainable business model is suggested as a business model that creates shared value. The study uses a qualitative research approach to investigate the inputs into the Hourglass Model (Ludeke-Freund et al., 2016) in the form of capitals, briefly considers the business models of specific stakeholders and then analyses the value created, missed and destroyed for each stakeholder through their value creation mechanisms. In the findings, six different capitals are identified from the participating stakeholders, and the value created, destroyed, and missed is discussed in the context of shared value principles. The findings show that capitals are used as inputs into the Hourglass Model and are consumed, created, and regenerated. There is also the realisation from the findings that different stakeholders required different and varying amounts of the six capitals identified. The interconnectedness of the capitals is shown in the study, and the findings show that the context of the environment within which a project operates contributes to the creation of shared value. As with the six capitals, the findings show that multiple stakeholders create shared value confirming stakeholder theory's guiding principles regarding stakeholder salience, which are relevant for creating shared value. Some stakeholders are identified as being more important to creating shared value in the project than others. Trade-offs are then required for value creation from a finite pool of capitals and stakeholders to consider the capitals and stakeholders' long and short-term impacts. Identifying stakeholders and the capitals allowed the researcher to consider the value created, destroyed and missed in the project. This assessment of shared value generated forms part of the findings on business models' outcomes for shared value, summarised for the project. Based on these areas where the outcomes are missing or destroying value, recommendations are made to address these opportunities, and an area of further research is identified. Drawing on these outcomes, developing clusters as per the value creation avenues of shared value would be the most appropriate avenue for this project. The study adds to the shared value body of knowledge by operationalising the Hourglass Model (Ludeke-Freund et al., 2016) and illustrating how the Model can be used to consider shared value creation.
- Description
- Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2021
- Format
- computer, online resource, application/pdf, 1 online resource (107 pages), pdf
- Publisher
- Rhodes University, Faculty of Commerce, Rhodes Business School
- Language
- English
- Rights
- Moyo, Bonnie
- Rights
- All Rights Reserved
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details | SOURCE1 | MOYO-MBA-TR21-61.pdf | 1007 KB | Adobe Acrobat PDF | View Details |