Creating shared value through innovating business models: a case study of the Mapela Water Project
- Authors: Moyo, Bonnie
- Date: 2021-04
- Subjects: Business planning -- South Africa , Strategic planning -- South Africa , Sustainable development -- South Africa , Social responsibility of business -- South Africa , Mineral industries -- South Africa , Mapela Water Project , Hourglass Model
- Language: English
- Type: thesis , text , Masters , MBA
- Identifier: http://hdl.handle.net/10962/177135 , 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. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2021
- Full Text:
- Date Issued: 2021-04
- Authors: Moyo, Bonnie
- Date: 2021-04
- Subjects: Business planning -- South Africa , Strategic planning -- South Africa , Sustainable development -- South Africa , Social responsibility of business -- South Africa , Mineral industries -- South Africa , Mapela Water Project , Hourglass Model
- Language: English
- Type: thesis , text , Masters , MBA
- Identifier: http://hdl.handle.net/10962/177135 , 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. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2021
- Full Text:
- Date Issued: 2021-04
Exploring an effective energy transition management framework for the South African energy sector
- Authors: Lloyd, Vuyisile Patrick
- Date: 2021-04
- Subjects: Energy development -- South Africa , Business planning -- South Africa , Power resources -- Economic aspects -- South Africa
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/51753 , vital:43369
- Description: The global energy transition slowed in 2019 according to the Energy Transition Index report from World Economic Forum, and South Africa (SA) was ranked one hundred and fourteenth out of the one hundred and fifteen countries assessed South Africa thus demonstrated low results in both the energy system performance index and the readiness for energy transition. A range of countries are also facing challenges that are central to the transformation of the energy sector, including protecting the environment, energy security and climate change. These persistent global crises and problems experienced by the energy sector in relation also to scarcity of natural resources, widening social inequalities and environmental degradation, have necessitated reforms and transitions in the energy sector. This study follows an interpretivism research philosophy because it is more suitable for a qualitative research methodology. The strategy of case study research is related to the paradigm of interpretivism approach and thus to the methodology of qualitative research. Various research strategies are used to gain in-depth knowledge, including the use of a case study research methodology to investigate a particular natural setting phenomenon. The research methodology with the embedded sub-units of analysis uses a single case study instrument. The primary unit of analysis considered for this study is the energy sector in South Africa in its current state. For this study, semi-structured interviews are utilised as the research instrument forming the primary data. Transition management and research propositions as conceptualised in this case study are theoretical concepts that management could use to positively influence the South African energy transition. SA is seriously impacted by the spread of the COVID-19 pandemic since the beginning of 2020. The online research approach used resulted in some limitations during data collection, not being able to conduct interviews face-to-face and inability to observe participants during data collection. The researcher also found limitations on accessing data from some of the energy experts recruited to participate in the research. Some reported being busy and not having time to fill out the questionnaires. The researcher carried out follow-ups and recruited new participants. Primary data was ultimately collected from a total of five energy experts who participated in the study against the initial plan for eight participants. Most energy transition studies have focused almost entirely on energy technologies choices. The research intends to contribute to the body of knowledge and provides solutions for management, government and energy sector stakeholders to build strategies to resolve the complex and persistent challenges that slow down the energy transition in South Africa. , Thesis (MBA) -- Faculty of Business and Economic Sciences , Business Administration, 2021
- Full Text:
- Date Issued: 2021-04
- Authors: Lloyd, Vuyisile Patrick
- Date: 2021-04
- Subjects: Energy development -- South Africa , Business planning -- South Africa , Power resources -- Economic aspects -- South Africa
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/51753 , vital:43369
- Description: The global energy transition slowed in 2019 according to the Energy Transition Index report from World Economic Forum, and South Africa (SA) was ranked one hundred and fourteenth out of the one hundred and fifteen countries assessed South Africa thus demonstrated low results in both the energy system performance index and the readiness for energy transition. A range of countries are also facing challenges that are central to the transformation of the energy sector, including protecting the environment, energy security and climate change. These persistent global crises and problems experienced by the energy sector in relation also to scarcity of natural resources, widening social inequalities and environmental degradation, have necessitated reforms and transitions in the energy sector. This study follows an interpretivism research philosophy because it is more suitable for a qualitative research methodology. The strategy of case study research is related to the paradigm of interpretivism approach and thus to the methodology of qualitative research. Various research strategies are used to gain in-depth knowledge, including the use of a case study research methodology to investigate a particular natural setting phenomenon. The research methodology with the embedded sub-units of analysis uses a single case study instrument. The primary unit of analysis considered for this study is the energy sector in South Africa in its current state. For this study, semi-structured interviews are utilised as the research instrument forming the primary data. Transition management and research propositions as conceptualised in this case study are theoretical concepts that management could use to positively influence the South African energy transition. SA is seriously impacted by the spread of the COVID-19 pandemic since the beginning of 2020. The online research approach used resulted in some limitations during data collection, not being able to conduct interviews face-to-face and inability to observe participants during data collection. The researcher also found limitations on accessing data from some of the energy experts recruited to participate in the research. Some reported being busy and not having time to fill out the questionnaires. The researcher carried out follow-ups and recruited new participants. Primary data was ultimately collected from a total of five energy experts who participated in the study against the initial plan for eight participants. Most energy transition studies have focused almost entirely on energy technologies choices. The research intends to contribute to the body of knowledge and provides solutions for management, government and energy sector stakeholders to build strategies to resolve the complex and persistent challenges that slow down the energy transition in South Africa. , Thesis (MBA) -- Faculty of Business and Economic Sciences , Business Administration, 2021
- Full Text:
- Date Issued: 2021-04
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