Abstract:

Co-creating value is a current key term for CSR, used by both scholars and corporations alike to describe CSR activities. Yet, models and metaphors that shape socio-cultural norms for understanding CSR make co-creating of value difficult to operationalize as a core business process. This paper examines and argues for the (re)definition of socio-cultural norms in three ways—1) for understanding corporation-stakeholder interactions, 2) for project conception, and 3) for CSR activities. These ongoing definitions and (re)definitions question current assumptions about the nature of corporation-stakeholder interactions, project conception practices, and CSR activities. Based on shifts in understanding the nature of CSR, the paper then proposes a blueprint for operationalizing co-created value in the core business processes of corporations, supported by two conceptual tools for project conception—the Problem-Solution-Outcome stakeholder analysis, and alignment between organizational strategy, community problem solving and the initial project idea.


Keynote Presenter at this World Health Organization Sponsored Event note: it was at Universitas Airlangga, not University of Surabaya as stated in event description.