This document discusses strategies for creating shared value using materiality analysis, with a focus on the mining industry. It proposes a framework where different creating shared value strategies are applied depending on where a social issue falls in a materiality matrix. Issues in the highest materiality quadrant would utilize three strategies, while those in other quadrants would use one or two strategies focused on the value chain, local environment or reconceiving products/markets. The framework is intended to help mining companies design strategies to address social issues identified through materiality analysis.
Shared Value Creation: Value chain redesign in companies of the sugar sectorjournal ijrtem
ABSTRACT : This article exposes the different arguments in favor of The Shared Value Creation (CVC) within an organization as an inclusive competitive strategy of the social, environmental and economic problems on its different interest groups; It is the redesign of its value chain for a more efficient and effective impact on productivity and business competitiveness.
A theoretical content and a practical perspective are elaborated to model the way to create shared value in an organization throughout a methodology implemented in a company in the sugar sector. The proposed model is made up of five stages: a) Description of the company, b) Strategic diagnosis, c) Executive proposal, d) Change management and f) Strategic decision.
The strategic decision stage includes a six-steps sub model oriented to develop and to redesign a segment of the entire value chain, where implementation begins with the segmentation of critical inputs, awareness suppliers through Value-Sharing, CSR and Sustainability. Subsequent phases consist of an approach to selected suppliers and the strategic breakdown by the company.
Creating shared value is a framework created for enhancing economic value for the organization while simultaneously meeting the needs of the society and its challenges. This paper aims in providing structural framework of shared values and also key measures taken by various organization. This articles emphasis on adoption of shared values and its impact on enhancing the environmental performance, Stakeholder’s health, nutrition, affordability in meeting the basic requirements of stake holders and also measures in improving societal wellbeing.
The status quo is not working for billions of poor or vulnerable people around the world - Shared value in emerging markets – moladi, Clinton global initiative, moladi, Rockefeller Foundation, innovation, design, Base of the pyramid, to build or not to build
What is Shared Value thinking? What has unleashed the change of thinking?
What kind of societal and economic importance does Shared Value thinking
have in particular for the future rating of companies and for society in general?
Executive Summary of Diploma Thesis, Executive School of Management,
Technology and Law (ES-HSG), University of St. Gallen
«Continuing Education in Politics» 6th instance 2014
Mechanisms for co-creation and resources investment in the servitization processIJAEMSJORNAL
It is vital to understand servitization from the perspective of cooperation among actors working to co-create value for a service. Thus, this study uses service-dominant to characterize an integrated theory of servitization, especially by including the co-creation mechanism–resource investment relationship in the servitization process. This study incorporates the theories of servitization and service-dominant logic to propose a theoretical model of servitization. A conceptual model was developed wherein servitization comprises three components: actors, mechanisms, and resources. These components are used to build a theoretical model that is divided into phases of implementation. The model uses mechanisms of interaction between actors and their respective resources as crucial components in the efficient implementation of servitization. This study is the first to consider servitization as three components and establish a model. The model affirms that the mechanisms and resources–present in all phases of implementation—are important to the implementation of servitization.
Shared Value Creation: Value chain redesign in companies of the sugar sectorjournal ijrtem
ABSTRACT : This article exposes the different arguments in favor of The Shared Value Creation (CVC) within an organization as an inclusive competitive strategy of the social, environmental and economic problems on its different interest groups; It is the redesign of its value chain for a more efficient and effective impact on productivity and business competitiveness.
A theoretical content and a practical perspective are elaborated to model the way to create shared value in an organization throughout a methodology implemented in a company in the sugar sector. The proposed model is made up of five stages: a) Description of the company, b) Strategic diagnosis, c) Executive proposal, d) Change management and f) Strategic decision.
The strategic decision stage includes a six-steps sub model oriented to develop and to redesign a segment of the entire value chain, where implementation begins with the segmentation of critical inputs, awareness suppliers through Value-Sharing, CSR and Sustainability. Subsequent phases consist of an approach to selected suppliers and the strategic breakdown by the company.
Creating shared value is a framework created for enhancing economic value for the organization while simultaneously meeting the needs of the society and its challenges. This paper aims in providing structural framework of shared values and also key measures taken by various organization. This articles emphasis on adoption of shared values and its impact on enhancing the environmental performance, Stakeholder’s health, nutrition, affordability in meeting the basic requirements of stake holders and also measures in improving societal wellbeing.
The status quo is not working for billions of poor or vulnerable people around the world - Shared value in emerging markets – moladi, Clinton global initiative, moladi, Rockefeller Foundation, innovation, design, Base of the pyramid, to build or not to build
What is Shared Value thinking? What has unleashed the change of thinking?
What kind of societal and economic importance does Shared Value thinking
have in particular for the future rating of companies and for society in general?
Executive Summary of Diploma Thesis, Executive School of Management,
Technology and Law (ES-HSG), University of St. Gallen
«Continuing Education in Politics» 6th instance 2014
Mechanisms for co-creation and resources investment in the servitization processIJAEMSJORNAL
It is vital to understand servitization from the perspective of cooperation among actors working to co-create value for a service. Thus, this study uses service-dominant to characterize an integrated theory of servitization, especially by including the co-creation mechanism–resource investment relationship in the servitization process. This study incorporates the theories of servitization and service-dominant logic to propose a theoretical model of servitization. A conceptual model was developed wherein servitization comprises three components: actors, mechanisms, and resources. These components are used to build a theoretical model that is divided into phases of implementation. The model uses mechanisms of interaction between actors and their respective resources as crucial components in the efficient implementation of servitization. This study is the first to consider servitization as three components and establish a model. The model affirms that the mechanisms and resources–present in all phases of implementation—are important to the implementation of servitization.
Building public benefit and shared value into businessAdam Spence
Building public benefit and shared value into business was a presentation delivered at the Schulich School of Business Greenedge Conference 2011. The presentation covers the motivation for public benefit
The First Ever Handbook for Strategic Alliance Managers (Strategic Alliance H...Mike Nevin
The Strategic Alliance Handbook (SAH) gives practicing alliance executives all the tools they need to do their job, all in one place.
A sales manager has a sales manual and an accountant has an accounting manual, even a car mechanic has a car manual.
So why shouldn't an alliance manager have an alliance manual?
Discovery of key factors that may influence the success of multinational ICT ...Anand Sheombar
This overview paper presents results of an investigation into the nature of key factors that
may influence the success of multinational information and communication technology
(ICT) companies in their efforts to engage with the Base of the Pyramid (BOP).
The research was conducted in 10 BOP projects involving multinational ICT companies in
Africa. ICT is relevant here because of frequently high expectations that it contributes
positively to development goals. A study of the BOP literature reveals that several elements
need consideration when trying to create value in developing areas. In addition it
emerges that these elements are somehow interdependent. Qualitative data was collected
using the case study method and the data was analyzed for emerging patterns.
The analysis revealed three high level factors that may need to be aligned in order to ensure
optimized value creation of BOP ventures. These three factors are BOP strategy, partnerships,
and products & services development.
Creating shared value is a framework created for enhancing economic value for the organization while simultaneously meeting the needs of the society and its challenges. This paper aims in providing structural framework of shared values and also key measures taken by various organization. This articles emphasis on adoption of shared values and its impact on enhancing the environmental performance, Stakeholder’s health, nutrition, affordability in meeting the basic requirements of stake holders and also measures in improving societal wellbeing.
The Corporate Social Responsibility Strategies and Activities Employed By the...iosrjce
Corporate social responsibility (CSR) playa an increasingly important role in business success
today, and economic, political, and social factors are shaping CSR strategies around the world. Approached
strategically, CSR has the potential to generate opportunity, innovation and competitive advantage for
organizations while solving pressing social problems. The study explored the effectiveness of CSR strategies on
organizational performance by ascertaining whether responsibility towards primary stakeholders influences the
financial and non-financial performance of commercial banks. The author focused on the Equity Bank in Kenya.
Content analysis of the Bank’s financial reports between the years 2006 and 2012 was done to ascertain the
relationship between CSR and performance of the Bank. The establishment of EGF, a fully fledged subsidiary of
Equity Bank, to handle all aspects of social responsibility for the Bank is a clear attestation of how important
and serious the institution considers CSR in their day-to-day operations. The categorization of the CSR
strategies into thematic areas showed that, to the Eank, social responsibility is not just a philanthropic deed to
society but a strategic tool for furtherance of business objectives, including stakeholder relationships. The study
recommended the need for organizations to be more inclusive and participatory among all the stakeholders at
all levels of implementation as well as further research to determine the level at which CSR impacts on
performance and the influence of prior organizational performance on social responsibility.
Relationship between Corporate Social Responsibility and Earnings Management ...ijtsrd
The relationship between corporate social responsibility CSR and earnings management EM is an extensive empirical study. However, the evidence on the nature of the relationship is unclear. A commonly defined reason for divergent and contradictory results is measurement issues. The purpose of this article is to evaluate alternative operation and measurement methods applied to the CSR and EM concepts in the empirical literature on CSR EM relationships. Our systematized appraisal was conducted over the last nine years from 2008 to 2016. This study has come to different observations. First, CSR measurement methods include sustainability indexes, content analyzes and single dimensional measurements, while EM measurement methods include discretionary accruals, discretionary loan loss provisions, real earnings management, abnormal earnings management, earnings persistence and earnings smoothing. In addition to the unique drawbacks of the approach, the subjectivity of the researcher and the selection anomalies that may influence the nature of the CSR EM relationships identified in the empirical literature. Finally, possible ways of overcoming these disadvantages are recommended. Mashiur Rahman | Sarah Chowdhury ""Relationship between Corporate Social Responsibility and Earnings Management: A Systematic Review of Measurement Methods"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-2 , February 2020,
URL: https://www.ijtsrd.com/papers/ijtsrd29987.pdf
Paper Url : https://www.ijtsrd.com/management/business-ethics-and-legal-issues/29987/relationship-between-corporate-social-responsibility-and-earnings-management-a-systematic-review-of-measurement-methods/mashiur-rahman
It is the first Independent review and summary of H-CSR-Model designed by Dr. Michael Hopkins in order to make easy for the implementation by Corporate Sector and for understanding to the young CSR professionals.
Since the 1960s, researchers have looked at the correlation between corporate social responsibility (CSR) and bottom-line results. Within the European Union’s (EU’s) trade territory, CSR became a legal obligation. Canadian businesses interested in international expansion would benefit from learning more about the income opportunities presented by investments in strategic, sustainable business models. A quantitative longitudinal correlational strategy was used for the exploratory investigation. Sustainalytics, a prominent environmental, social, and governance (ESG) research agency in the sector, compiled the CSR rankings. The rankings were based on the following four criteria: Overall score, governance, social justice, and environment. All Canadian corporations’ financial data were stored in the System for Electronic Document Analysis and Retrieval (SEDAR). To conduct multiple linear regressions on 61 observations spanning fiscal years 2009–2017, secondary data were collected and imported into Microsoft Excel 2013. The designs illustrate the interplay between the Toronto Stock Exchange’s (TSX’s) fundamental industries and how CSR relates to revenues from markets outside of Canada. The results showed a strong correlation between adopting CSR strategies and income from markets outside the country. The research found that their financial performance improved when companies adopted CSR practices. Policymakers and business executives in Canada who are considering the possibility of a free trade agreement with the EU may find this helpful report.
Purpose:
A case study to investigate the implementation of Corporate Social Responsibility practices in a European company and determine the relationship between theatrical recommendations (World Wide and Europe) about CSR and its implementation in a European Company.
The Impact of Shared Values, Corporate Cultural Characteristics, and Implemen...CSCJournals
Firms' implementations of Corporate Social Responsibility (CSR) strategies have gained attention worldwide in recent years. Because engaging in CSR may impact the profitability from the resultant cost increases, firms often deliberate in the CSR decision-making process. When carrying out decisions, they may consider how social values can be created when pursuing economic interests. Corporate culture is a soft power that facilitates cohesion, enabling a firm to exhibit a common direction in its operations. Therefore, differences in corporate culture characteristics impact a firm's implementation of CSR activities and communication of related policies, which in turn affects the firm's competitiveness. This study used a questionnaire survey method to survey employees of firms listed in the 2015 and 2016 CSR Award List compiled by Common Wealth Magazine. Employees of firms listed in the "large enterprises," "medium-sized enterprises," and "little Giant" categories served as the research subjects. A total of 430 questionnaires were distributed, with each company receiving 3-5 questionnaires. Subsequently, 323 valid questionnaires were returned. Descriptive statistics, reliability analysis, and regression analysis were conducted to examine the effects of shared values, corporate cultural characteristics (CCC), and CSR activities on innovative behavior (IB). Results showed that strategic thinking of shared values had a significant and positive effect on CSR strategies, and different corporate cultural characteristics were significantly related to CSR strategies. Second, shared values, CCC, and CSR activities correlated positively with IB. indicating that the employees held a common consensus to include CSR in their firm's core operations in order to implement CSR through the strategic thinking of shared values and develop a sustainable corporate culture. Doing so enhances firms' competitiveness, creates social welfare, and instigate employees' innovative behavior.
Materiality Matrices in the Environmental, Social and Governance ContextAI Publications
Sustainability reports seek to communicate the performance of organizations in the Environmental, Social and Governance (ESG) dimensions in line with the Sustainable Development Goals of the United Nations. Since there is no homogeneity of criteria among the various companies, even in the same sector, the several methodologies seeks to establish specific disclosure standards on ESG factors that facilitate communication between companies and investors about relevant and useful information for decisions through the identification of material and immaterial factors for each of the sectors. Information is material if its omission or misstatement influences people's decisions – likewise, information is immaterial if its omission or misstatement makes little or no difference to the decision-making process. In an ESG context, something is defined as material if it is reasonably likely to affect a company's financial condition or operating performance in terms of the impact it has on its value chain. There are two objectives of this study, first, to identify the main ESG factors that impact companies and that are at the heart of a resource-efficient sustainability strategy through the application of the materiality matrix, second, to envision that after this identification, the company it can optimize its strategic orientation and direct internal management in responding to material issues. This is a descriptive research with a qualitative approach, using bibliographical, normative and documental sources. The study made it possible to analyze and conclude on the importance of the correct diagnosis of material and immaterial factors in the elaboration of the materiality matrix in a banking institution with an impact on the value chain and on the real contribution to the objectives of sustainable development.
Building public benefit and shared value into businessAdam Spence
Building public benefit and shared value into business was a presentation delivered at the Schulich School of Business Greenedge Conference 2011. The presentation covers the motivation for public benefit
The First Ever Handbook for Strategic Alliance Managers (Strategic Alliance H...Mike Nevin
The Strategic Alliance Handbook (SAH) gives practicing alliance executives all the tools they need to do their job, all in one place.
A sales manager has a sales manual and an accountant has an accounting manual, even a car mechanic has a car manual.
So why shouldn't an alliance manager have an alliance manual?
Discovery of key factors that may influence the success of multinational ICT ...Anand Sheombar
This overview paper presents results of an investigation into the nature of key factors that
may influence the success of multinational information and communication technology
(ICT) companies in their efforts to engage with the Base of the Pyramid (BOP).
The research was conducted in 10 BOP projects involving multinational ICT companies in
Africa. ICT is relevant here because of frequently high expectations that it contributes
positively to development goals. A study of the BOP literature reveals that several elements
need consideration when trying to create value in developing areas. In addition it
emerges that these elements are somehow interdependent. Qualitative data was collected
using the case study method and the data was analyzed for emerging patterns.
The analysis revealed three high level factors that may need to be aligned in order to ensure
optimized value creation of BOP ventures. These three factors are BOP strategy, partnerships,
and products & services development.
Creating shared value is a framework created for enhancing economic value for the organization while simultaneously meeting the needs of the society and its challenges. This paper aims in providing structural framework of shared values and also key measures taken by various organization. This articles emphasis on adoption of shared values and its impact on enhancing the environmental performance, Stakeholder’s health, nutrition, affordability in meeting the basic requirements of stake holders and also measures in improving societal wellbeing.
The Corporate Social Responsibility Strategies and Activities Employed By the...iosrjce
Corporate social responsibility (CSR) playa an increasingly important role in business success
today, and economic, political, and social factors are shaping CSR strategies around the world. Approached
strategically, CSR has the potential to generate opportunity, innovation and competitive advantage for
organizations while solving pressing social problems. The study explored the effectiveness of CSR strategies on
organizational performance by ascertaining whether responsibility towards primary stakeholders influences the
financial and non-financial performance of commercial banks. The author focused on the Equity Bank in Kenya.
Content analysis of the Bank’s financial reports between the years 2006 and 2012 was done to ascertain the
relationship between CSR and performance of the Bank. The establishment of EGF, a fully fledged subsidiary of
Equity Bank, to handle all aspects of social responsibility for the Bank is a clear attestation of how important
and serious the institution considers CSR in their day-to-day operations. The categorization of the CSR
strategies into thematic areas showed that, to the Eank, social responsibility is not just a philanthropic deed to
society but a strategic tool for furtherance of business objectives, including stakeholder relationships. The study
recommended the need for organizations to be more inclusive and participatory among all the stakeholders at
all levels of implementation as well as further research to determine the level at which CSR impacts on
performance and the influence of prior organizational performance on social responsibility.
Relationship between Corporate Social Responsibility and Earnings Management ...ijtsrd
The relationship between corporate social responsibility CSR and earnings management EM is an extensive empirical study. However, the evidence on the nature of the relationship is unclear. A commonly defined reason for divergent and contradictory results is measurement issues. The purpose of this article is to evaluate alternative operation and measurement methods applied to the CSR and EM concepts in the empirical literature on CSR EM relationships. Our systematized appraisal was conducted over the last nine years from 2008 to 2016. This study has come to different observations. First, CSR measurement methods include sustainability indexes, content analyzes and single dimensional measurements, while EM measurement methods include discretionary accruals, discretionary loan loss provisions, real earnings management, abnormal earnings management, earnings persistence and earnings smoothing. In addition to the unique drawbacks of the approach, the subjectivity of the researcher and the selection anomalies that may influence the nature of the CSR EM relationships identified in the empirical literature. Finally, possible ways of overcoming these disadvantages are recommended. Mashiur Rahman | Sarah Chowdhury ""Relationship between Corporate Social Responsibility and Earnings Management: A Systematic Review of Measurement Methods"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-2 , February 2020,
URL: https://www.ijtsrd.com/papers/ijtsrd29987.pdf
Paper Url : https://www.ijtsrd.com/management/business-ethics-and-legal-issues/29987/relationship-between-corporate-social-responsibility-and-earnings-management-a-systematic-review-of-measurement-methods/mashiur-rahman
It is the first Independent review and summary of H-CSR-Model designed by Dr. Michael Hopkins in order to make easy for the implementation by Corporate Sector and for understanding to the young CSR professionals.
Since the 1960s, researchers have looked at the correlation between corporate social responsibility (CSR) and bottom-line results. Within the European Union’s (EU’s) trade territory, CSR became a legal obligation. Canadian businesses interested in international expansion would benefit from learning more about the income opportunities presented by investments in strategic, sustainable business models. A quantitative longitudinal correlational strategy was used for the exploratory investigation. Sustainalytics, a prominent environmental, social, and governance (ESG) research agency in the sector, compiled the CSR rankings. The rankings were based on the following four criteria: Overall score, governance, social justice, and environment. All Canadian corporations’ financial data were stored in the System for Electronic Document Analysis and Retrieval (SEDAR). To conduct multiple linear regressions on 61 observations spanning fiscal years 2009–2017, secondary data were collected and imported into Microsoft Excel 2013. The designs illustrate the interplay between the Toronto Stock Exchange’s (TSX’s) fundamental industries and how CSR relates to revenues from markets outside of Canada. The results showed a strong correlation between adopting CSR strategies and income from markets outside the country. The research found that their financial performance improved when companies adopted CSR practices. Policymakers and business executives in Canada who are considering the possibility of a free trade agreement with the EU may find this helpful report.
Purpose:
A case study to investigate the implementation of Corporate Social Responsibility practices in a European company and determine the relationship between theatrical recommendations (World Wide and Europe) about CSR and its implementation in a European Company.
The Impact of Shared Values, Corporate Cultural Characteristics, and Implemen...CSCJournals
Firms' implementations of Corporate Social Responsibility (CSR) strategies have gained attention worldwide in recent years. Because engaging in CSR may impact the profitability from the resultant cost increases, firms often deliberate in the CSR decision-making process. When carrying out decisions, they may consider how social values can be created when pursuing economic interests. Corporate culture is a soft power that facilitates cohesion, enabling a firm to exhibit a common direction in its operations. Therefore, differences in corporate culture characteristics impact a firm's implementation of CSR activities and communication of related policies, which in turn affects the firm's competitiveness. This study used a questionnaire survey method to survey employees of firms listed in the 2015 and 2016 CSR Award List compiled by Common Wealth Magazine. Employees of firms listed in the "large enterprises," "medium-sized enterprises," and "little Giant" categories served as the research subjects. A total of 430 questionnaires were distributed, with each company receiving 3-5 questionnaires. Subsequently, 323 valid questionnaires were returned. Descriptive statistics, reliability analysis, and regression analysis were conducted to examine the effects of shared values, corporate cultural characteristics (CCC), and CSR activities on innovative behavior (IB). Results showed that strategic thinking of shared values had a significant and positive effect on CSR strategies, and different corporate cultural characteristics were significantly related to CSR strategies. Second, shared values, CCC, and CSR activities correlated positively with IB. indicating that the employees held a common consensus to include CSR in their firm's core operations in order to implement CSR through the strategic thinking of shared values and develop a sustainable corporate culture. Doing so enhances firms' competitiveness, creates social welfare, and instigate employees' innovative behavior.
Materiality Matrices in the Environmental, Social and Governance ContextAI Publications
Sustainability reports seek to communicate the performance of organizations in the Environmental, Social and Governance (ESG) dimensions in line with the Sustainable Development Goals of the United Nations. Since there is no homogeneity of criteria among the various companies, even in the same sector, the several methodologies seeks to establish specific disclosure standards on ESG factors that facilitate communication between companies and investors about relevant and useful information for decisions through the identification of material and immaterial factors for each of the sectors. Information is material if its omission or misstatement influences people's decisions – likewise, information is immaterial if its omission or misstatement makes little or no difference to the decision-making process. In an ESG context, something is defined as material if it is reasonably likely to affect a company's financial condition or operating performance in terms of the impact it has on its value chain. There are two objectives of this study, first, to identify the main ESG factors that impact companies and that are at the heart of a resource-efficient sustainability strategy through the application of the materiality matrix, second, to envision that after this identification, the company it can optimize its strategic orientation and direct internal management in responding to material issues. This is a descriptive research with a qualitative approach, using bibliographical, normative and documental sources. The study made it possible to analyze and conclude on the importance of the correct diagnosis of material and immaterial factors in the elaboration of the materiality matrix in a banking institution with an impact on the value chain and on the real contribution to the objectives of sustainable development.
Analyzing the current incorporation of social, environmental And economic mea...World-Academic Journal
We theorize about the incorporation of social, environmental and economic dimensions into strategic performance measurement systems. 81Chinese companies were surveyed for the analysis. Along with the increasing of social responsibility pressure, numbers of enterprises are promoting environmental, social and economic performance as strategic sustainability measures. Although the addition of sustainability measures to enterprise’s long term business strategy has long time been a major preoccupation of literature. Some empirical researches have examined if these nonfinancial measures are effectively incorporated into strategic performance measurement systems. In this research, we will examine why the incorporation of sustainability measures into enterprise business strategy vary across enterprises operating in Shanghai.
Determinants of CSR Disclosure: A Study on the Listed Fast Moving Consumer Go...inventionjournals
As the rising of the corporate social responsibilities (CSR) is becoming a concern since the millennium year, especially by large or public listed companies in Bursa Malaysia. However, there are not much of those companies willing to disclose their CSR information to the public. Therefore, this endeavour is to investigate the content of CSR in annual reports and examine the significant relationship between determinants and CSR disclosure of listed fast moving consumer goods (FMCG) companies in Bursa Malaysia. This is a quantitative research, which involve content analysis since it adopted annual reports as main data resources. CSR, financial, and organisation information are going to be extracted to reckon the relationships between the variables and CSR disclosure by using CSR index and multiple regression. Result based on the analysis indicated that only two variables were significantly correlated with the CSR disclosure, which namely profits earned and independent directors. The top three elements that the most disclosed by these companies are general philanthropy, community programs and employee welfare. This study is important and its helps company in business decision making as this provide the extent of CSR disclosure of the industry. In addition, this study can be as reference to other companies for future CSR implementation.
Assignment Social Media Strategy for Competitive Advantage .docxrock73
Assignment: Social Media Strategy for Competitive Advantage
Winer (2011) suggests an important feature of services is that because they are often distributed by people, their quality
may be inconsistent at different points in time. Many services companies are seeking new methods to distinguish
themselves from the competition. The Internet and information technology have provided robust, tangible opportunities
for such differentiation.
Using the Nord, Paliszkiewicz and Koohang article in the readings and one additional source from the KU Library, write a
persuasive essay on how organizations in the tax services industry can rethink their social media strategy to gain
competitive advantage.
Your essay should make use of explanation to demonstrate that one proposal is more reasonable than another idea. A
persuasive essay tries to convince a reader to accept a definite point of view. Your paper should range between 2–3
pages of content and include in-text citations for references.
Submit your APA formatted and citation styled paper to the Unit 9 Assignment Dropbox.
[ M T 4 50 : M a r k e t i n g M a n a g e me n t ]
Assignment Unit 9
Unit 9 Assignment Grading Rubric 40
Possible
Points
Specific Paper Objectives: Assignment Checklist
(80%):
Write a persuasive essay on how organizations in the
tax services industry can rethink their social strategy to
gain competitive advantage
32
32
Writing Style, Grammar, APA (20%)
Grammar and Spelling 3
Paper is 2–3 pages in length and responses are
concise and direct 3
Reference list and citations are provided 2
8
Making the case for the competitive
advantage of corporate social
responsibility
Alan D. Smith
C
ompanies have an obvious obligation to serve their shareholders. Owners trust firms
to manage their investment and produce returns. However, stockholders are not the
only party with an interest in a firm’s activities. Firms affect numerous groups and
individuals, both internally and externally, engendering a realm of responsibility far beyond
the positive economic returns demanded by shareholders. Corporate social responsibility
(CSR) defines organizational consideration of multiple stakeholders and global impact,
beyond simple focus on maximization of shareholder wealth.
CSR encompasses a wide range of stakeholders. Pearce and Robinson (2005) delineated
internal and external parties, including shareholders, employees, creditors, customers,
suppliers, governments, unions, competitors, local communities, and the general public.
Some obligations are obvious, such as the obligation of the firm to serve the financial
interests of shareholders and provide employee satisfaction.
But other obligations are not as apparent, such as the firm’s obligation to reduce pollution,
educate consumers, or consume supplies in a timely manner. All affected parties claim some
responsibility of the ...
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
2. principles of CSV (Font, Guix, & Bonilla‐Priego, 2016). Due to the
growing relevance in the agenda of nonfinancial, social, environmental,
and governance issues, there is no way back from integrating environ-
mental and social governance outcomes into business strategies by
highlighting those issues that provide current or potential opportuni-
ties for social progress and where, by innovating and developing prod-
ucts accordingly, shared value can be created. Defining which social
issue is material, the company can create strategies to cope with it
encompasses discerning materiality to its stakeholders, industry, and
the environment (Kemp, Bond, Franks, & Cote, 2010; Font et al.,
2016; Saenz, 2019).). For this reason, the main aims of this paper are
(1) to explain the material issues in the mining industry and (2) to iden-
tify what CSV strategies can be applied to address each social issue
according to a materiality analysis framework in the mining industry.
The paper has been divided into five sections. After establishing
the theoretical and practical ambiguities of the materiality analysis
and its relationship with CSV in the first section, a concise and struc-
tured methodology of the literature review is discussed in the second
section. It then presents a framework for analysis where the CSV
strategies are used by each quadrant in the materiality matrix. The
third section presents the methodology, which aims to test the frame-
work presented in this study. The fourth section discusses the identi-
fication of the type of CSV used to deal with the issues in each
quadrant. The fifth section concludes the discussion and identifies
the opportunities for future research.
2 | LITERATURE REVIEW
2.1 | Creating shared value
The creation of shared value has been defined as policies and operat-
ing practices that enhance the competitiveness of a company while
simultaneously advancing the economic and social conditions in the
communities in which it operates (Porter & Kramer, 2011). There are
three mutually reinforcing avenues related to CSV (Porter & Kramer,
2011): First, companies that continuously explore societal needs will
discover new opportunities for differentiation and repositioning in tra-
ditional markets and will recognize the potential of new markets. Sec-
ond, the synergy of societal progress and productivity in the value
chain increases when firms approach societal issues from a shared
value perspective and find innovative ways of operating to address
these issues throughout the value chain. Third, productivity and inno-
vation are strongly influenced by clusters (geographic concentrations)
of firms, related businesses, suppliers, service providers, and logistical
infrastructure in a particular field.
The principle of CSV focuses on identifying and expanding the
connections between social and economic progress (Porter & Kramer,
2011). This is characterized by policies and operating procedures that
enhance competitive positioning while simultaneously advancing the
economic and social conditions of the communities within which the
company operates (Maltz & Schein, 2012; Pfitzer et al., 2013).
Nevertheless, the active pursuit of shared value requires a differ-
ent way of thinking and internal actions, such as establishing and
embedding shared value within the corporate culture. This may be
achieved by defining a clear social purpose, which is subsequently
publicized or embedded in core processes, such as strategic planning
and budgeting (Pfitzer et al., 2013). Because there is a fundamental
interdependence between a company's success and social welfare,
the difficulty lies in balancing short‐term costs against long‐term
externalities (Porter & Kramer, 2006). Every company will need to sort
social issues into the following two categories: (1) Creating a social
dimension to the value proposition. At the heart of any strategy is a
unique value proposition—a set of needs a company can meet for its
chosen customers that others cannot. (2) Value chain social impacts
are those that are significantly affected by the company's activities
in the ordinary course of business.
However, CSV faces numerous critics in the academy. Crane et al.
(2015) claim that CSV is unoriginal, ignores the tension between social
and economic goals, is naïve about the reality of businesses' ethical
compliance, and is based on a shallow conception of the corporation's
role in society. Also, De Los Reyes et al. (2017) said that CSV leaves
managers ill‐equipped to legitimately manage social issues where they
face the prospect of win–lose or lose–win social engagements. For
legitimacy, managers need to bolster CSV with ethical frameworks—
specifically, norm‐taking and norm‐making frameworks. Managers
can be better positioned to create shared value through CSV+, a mul-
tipart framework built around CSV and augmented by ethical frame-
works. Furthermore, Beschorner (2014) also noted that the creation
of business value and social value may not always go hand in hand.
He regarded Porter and Kramer's (2011) shared value approach as a
reformulation of a classical strategic stakeholder approach that tends
to prioritize the relevance of social issues of stakeholders according
to their influence on the business' activities. Moreover, Strand et al.
(2015) suggested that CSV necessitates heightened forms of collabo-
ration and stakeholder management as they remarked about the
apparent links between CSV and stakeholder theory which
incorporate social issues. Also, Camilleri (2017) said that the corporate
sustainability and responsibility construct is about embedding sustain-
ability and responsibility by seeking out and connecting with the
stakeholders' social issues. Nowadays, every year more and more
companies are voluntarily reporting sustainability information, and
increasingly, they are using reporting frameworks, such as the Global
Reporting Initiative (GRI) G4 guidelines (Gonzalez et al., 2017; Jain &
Islam, 2016; Schadewitz & Niskala, 2010). GRI G4 provides companies
with guidelines on how to define sustainability report content,
stressing the concept of materiality analysis. Consequently, it is impor-
tant to know how CSV strategies can be used to address social issues
according to a materiality analysis.
2.2 | Materiality analysis
In the GRI's Guidelines, materiality reflects an organization's significant
social, economic, environmental, and social impacts, together with
2 SAENZ
3. their influence on stakeholders' assessments and decisions. Thus, the
concept of materiality for sustainability reporting is complex because
it is concerned with a wider range of impacts and stakeholders (GRI,
2018). A materiality matrix tool can be used to include the company's
and its stakeholders' perspectives on what is material; for example, the
process‐oriented AA1000 framework developed by AccountAbility (an
international institute dedicated to promoting social, ethical, and over-
all organizational accountability) offers a five‐step test to determine
what is material and what is not, which should result “in a comprehen-
sive and balanced understanding and prioritization of its material sus-
tainability issues” (AccountAbility, 2008: 13). In this respect, the
process for determining materiality constitutes a “strategic business
tool” that companies can adopt to “apply a sustainability lens to busi-
ness risk, opportunity, trendspotting and enterprise risk management
processes” (KPMG, 2014: 3).
The way in which materiality is identified varies from one organiza-
tion to another, but a number of common elements can be identified
(PGS, 2013). These include the explicit identification of a number of
environmental, social, and economic issues around which the sustain-
ability report is developed; the evaluation and ranking of both com-
pany and stakeholder concerns on each of the identified issues;
identification of the ways in which the company has elicited stake-
holders' contributions to the process; and the prioritization of these
issues in a way that informs the company's sustainability strategy
and reporting process.
After completing this process, the company will be aware of stake-
holders' concerns and be ready to prepare the sustainability report.
Moreover, the researcher suggests that these concerns or material
issues (social and environmental) should be contained in the code of
conduct, which represents a set of undertakings that their sponsors
promise to implement with a view to addressing some of the real or
perceived societal concerns associated with or emanating from the
company's conduct.
In effect, the main objective of the materiality principle is to pro-
vide stakeholders with information consistent with their expectations
so that they can assess company performance (Hsu, Lee, & Chao,
2013). Indeed, material reports provide stakeholders with information
that enables them to evaluate the organization's long and short‐term
social and environmental performance (Gray, 2006; Muñoz‐Torres
et al., 2012; Moffat & Zhang, 2014). There are numerous topics on
which organizations can report; nevertheless, many of the relevant
topics and indicators are those that can reasonably be expected to
influence the stakeholders' perceptions and decisions (for example,
those concerning the intention to purchase or development of cus-
tomer loyalty). The aim of materiality analysis is to identify relevant
issues for corporate social responsibility (CSR) reporting and prioritize
these material issues in accordance with stakeholder needs and expec-
tations (Deegan & Rankin, 1997; Hsu et al., 2013).
The GRI (2016) offers a complete implementation manual on how
to standardize the prioritization of issues, risks, and opportunities
using stakeholder inputs and company insights to determine material
issues and report content. Briefly, this consists of (1) identifying
triple‐bottom‐line aspects and topics (within and outside of the
company) and applying the principles (GRI, 2016) of sustainability
and stakeholder engagement (Messier, Martinov‐Bennie, & Eilifsen,
2005); (2) prioritizing by employing the principles of materiality and
stakeholder inclusiveness, as commonly captured and visually repre-
sented in a materiality matrix (GRI, 2016; Murninghan, 2013); (3)
validating using the principles of stakeholder inclusiveness to assess
the aspects against scope, boundaries, and time, ensuring the report
provides reasonable and balanced triple‐bottom‐line impacts; and (4)
reviewing the outcome by using the principles of sustainability and
stakeholder engagement by revising the aspects that were material
in the previous reporting period. Figure 1 depicts this idea in the form
of a two‐by‐two matrix.
The matrix approach is proposed in order to prioritize social issues
and determine a materiality threshold at which issues are sufficiently
significant to be reported. However, the GRI G4 guidelines provide
neither any structured approach to perform this task nor strategies
to cope with those social issues. Consequently, companies face diffi-
culties for making materiality analysis work in practice. First of all,
materiality analysis requires companies to evaluate the significance
of a social issue, identifying to whom it is significant and why and to
design strategies to cope with those social issues. Indeed, materiality
analysis is a highly subjective process in which personal opinions,
experiences, and expectations are key elements for evaluating the sig-
nificance of aspects (Zhu, 2011).
2.3 | Framework for analysis
Materiality analysis plays a role in CSV as a tool for prioritizing
issues and strategic planning, allowing an integrated approach to
defining a sustainability strategy and reporting. CSV requires stake-
holders to be involved in identifying problems (Pfitzer et al., 2013;
one of the core steps of the materiality analysis methodology), as
FIGURE 1 The materiality matrix
SAENZ 3
4. more value is created when companies diligently seek to serve the
interests of a broad group of stakeholders (Freeman, 1984; Harrison
& Wicks, 2013). Due to the growing relevance in the agenda of non-
financial, social, environmental, and governance issues, integrating
environmental and social governance outcomes into business strate-
gies by highlighting issues that provide current or potential opportu-
nities for social progress and where, by innovating and developing
products accordingly, shared value can be created, has become
unavoidable (Font et al., 2016).
CSV also requires exploration of societal needs in both the value
chain and clusters. Moreover, the materiality analysis needs to estab-
lish the influence on external stakeholders (social dimension or cluster)
and on the business (value chain; Porter & Kramer, 2006). Therefore,
CSV and the materiality analysis are related, as indicated in Figure 2.
According to the framework, the CSV strategies used by each
quadrant are as follows:
Quadrant 1:. Highest materiality. CSV uses three strategies: (1)
reconceiving products and markets, (2) redefining productivity in
the value chain, and (3) creating an enabling local environment (Por-
ter & Kramer, 2011).
Quadrant 2:. Medium to high materiality. CSV uses only one strategy:
(3) creating an enabling local environment (Porter & Kramer, 2006).
Quadrant 3:. Low materiality. CSV uses two strategies: (1) redefining
productivity in the value and (2) creating an enabling local environ-
ment (Porter & Kramer, 2006).
Quadrant 4:. Medium to high materiality. CSV uses only one
strategy: (1) redefining productivity in the value chain (Porter &
Kramer, 2006).
3 | METHODS
3.1 | Data sample
The mining industry holds an even more predominant position for
national economies because managing mineral resources has always
presented a major challenge for many countries worldwide, especially
in the developing world. Hence, to test the framework presented in
this study, a sample from the International Council on Mining and
FIGURE 2 Framework: creating shared
value strategies by each materiality quadrant
4 SAENZ
5. Metals (ICMM) was used. ICMM is an international organization ded-
icated to maintaining a safe, fair, and sustainable mining and metals
industry. ICMM members currently include 27 major companies and
three commodity and regional trade and industry associations.
Data and information related to the social activities of companies
in the sample were taken from their respective current corporate
websites, social responsibility reports, and other reports (10 docu-
ments). This information is already in the public domain, and conse-
quently, the researcher took the considered view that there was no
need to contact the companies to obtain formal permission prior to
conducting the study.
3.2 | Data analysis
This study was carried out using secondary sources. The
information was compiled using the content analysis technique pro-
posed by Fernandez (2002). Content analysis examines any available
texts pertaining to social responsibility policies, strategies, goals,
practices, or performance reported by the sample companies.
Indeed, content analysis has been widely used in research on
social responsibility (Bohdanowicz, 2007; Holcomb, 2010) and is
one of the most popular methods used to analyze social and envi-
ronmental reporting by firms (Gray et al., 1995; Holder‐Webb
et al., 2009).
Moreover, this method may also provide the possibility to mea-
sure new CSR activities (Abbott & Monsen, 1979). Especially in
recent years, information about social responsibility has become
more readily accessible due to the increasing attention that compa-
nies pay to social disclosure, that is, the information companies pro-
vide on their practices regarding environmental, community,
employee, and consumer issues (Gray et al., 1995). The growing
body of literature on corporate social reporting has increased the
use of content analysis as a method of measuring CSR. According
to Ruf et al. (1998), this method allows for an “objective rating of
companies since once the social attributes are selected, the process
of rating is standardized” (p. 121). However, the information given in
a corporate report can be different from the actual corporate actions
(McGuire et al., 1988). Companies may mislead the potential readers
of these reports in order to create a more favorable image. There-
fore, the reliability of company reports may represent a significant
limitation for the content analysis method in this setting. Previous
studies that focus on the reliability of corporate environmental dis-
closures have provided empirical evidence that there is no significant
association between the content of these reports and actual perfor-
mance (Freedman and Wasley, 1990; Ingram and Frazier, 1980;
Rockness, 1985; Wiseman, 1982). Also, the technique has previously
been used in studies that involve corporate information located on
the internet, covering topics such as transparency of corporate infor-
mation on the websites of listed companies, disclosure of social
responsibility information in the financial sector, and disclosure of
CSR information in Latin American companies (Briano & Rodriguez,
2012; Gandía & Perez, 2005; Haro de Rosario, Alarcon, & Perez,
2012; Cuevas‐Mejia, Escobar‐Vaquiro, & Maldonado‐Garcia, 2013;
Rodríguez, Fuentes, & Sanchez, 2012).
In content analysis, it is recommended that a set of categories
be established into which data can be coded (Stray, 2008), and
the current study has developed broad categories of social issues
(e.g., water, stakeholder engagement, environmental compliance,
sustainable benefits for communities, rights and engagement of
indigenous peoples, and human rights) rather than responsibility
types (e.g., economic and legal); this categorization method has
been suggested to have more potential to enhance theoretical
understanding and empirical testing (Jamali, 2008). Also, these
social issues are categorized by materiality quadrant, and this
prevents a clearer investigation of the social issues linked with mate-
riality quadrant (Spiller, 2000; Turker, 2009a, 2009b; Waddock,
2004).
However, content analysis has mainly been critiqued for coding
errors caused by a reliance on human judgment, which can be affected
by fatigue, among other factors (Maphosa, 1997). This potential limita-
tion was addressed in the current study through the following mea-
sures: first, the social issues in the mining industry and the
comprehensiveness of the information were identified independently
by two researchers who then coded to relevant items; second, any
coding discrepancy was discussed and scrutinized repeatedly, until
both coders exhibited satisfactory coherency; finally, the intercoder
reliability was evaluated for all coded variables, and this resulted in a
level of agreement ranging from 90 to 100%, indicating that all items
are highly reliable.
4 | DISCUSSION
The main aim of this paper is to understand which CSV strategies can
be applied to address social issues according to a materiality analysis.
The paper addresses two main points: (1) to explain the material issues
according to each quadrant and (2) to identify the type of CSV strat-
egy that mining companies are using to face those issues according
to the materiality matrix.
First, this section discusses some main results of applied content
analysis in terms of unique frequency counts of top emerging social
issues in each quadrant, and according to the social responsibility
reports and websites of the mining companies; the following social
issues were obtained:
Quadrant 1:. Highest materiality. Waste and hazardous material man-
agement, stakeholder engagement, water, environmental compli-
ance, sustainable benefits for communities, rights and engagement
of indigenous peoples, human rights, workforce safety and health,
governance, and accountability
Quadrant 2:. Medium to high materiality. Economic performance, bio-
diversity and land use, and tax strategy/transparency.
Quadrant 3:. Low materiality. Mine closure, partnerships and collabo-
ration, information and asset security, supply chain, emergency pre-
paredness, and public policy.
SAENZ 5
6. Quadrant 4:. Medium to high materiality. Ethics, anticorruption and
compliance, diversity, inclusion and equality, workforce engagement
and management, air quality, energy management, and climate
change.
These results are summarized in Figure 3, which also provides an over-
view of frequent occurring social issues identified through performing
content analysis on the available information.
Second, regarding identification of the type of CSV strategy that
mining companies are using to deal with the issues in each quadrant,
the following results were obtained:
Quadrant 1:. Highest materiality. These social issues are relevant for
both the mining company and external stakeholders (GRI, 2016).
Therefore, for each issue, the type of CSV strategies used varied
from (1) reconceiving products and markets, (2) redefining produc-
tivity in the value chain, to (3) creating an enabling local environ-
ment (Porter & Kramer, 2011). There are issues that can use only
one strategy—(1), (2), or (3), for example: rights and engagement
of indigenous peoples. On the other hand, a social issue can use
all three types of strategies—for example, water (see Table 1).
As an example, the water issue is addressed by using all the CSV
strategies as follows: (1) Reconceiving products and markets. This
can be done by finding new water sources to avoid taking surface
and underground fresh water; for example, a mining company reports
that at their Hillside aluminum smelter in South Africa constructed a
desalination plant to address water shortages resulting from drought.
With access to water through this plant, they no longer need to rely
on the shared community water resources. (2) Redefining productivity
in the value chain. Water can be conserved and recycled; for example,
a mining company reports that they have invested in innovative and
highly effective recycling and conservation practices to ensure they
allocate water efficiently. They recycle water across all operations,
from truck‐washing to cooling systems, and treat household waste
water at seven waste water treatment plants. (3) Creating an enabling
local environment; for example, a mining company reports that
Freeport's Cerro Verde mine in Peru agreed to cofinance two dams
to better regulate the Rio Chili system, as well as construct a potable
water plant.
Quadrant 2:. Quadrant 2: Medium to high materiality. These social
issues are relevant for external stakeholders but not for the mining
company (GRI, 2016). Therefore, for each issue, the type of
strategy used is mainly (3) creating an enabling local environment
(Porter & Kramer, 2006)—for example, transparency and biodiver-
sity (see Table 2). As an example, the transparency issue is
addressed as follows: BHP Billiton began publicly releasing informa-
tion about the tax and royalty payments it makes to governments
on a project‐by‐project basis. By voluntarily deciding to do it in
every country and subnational jurisdiction where it operates, BHP
Billiton has illustrated the massive scale of its fiscal contributions
(Columbia Center on Sustainable Investment (CCSI) et al., 2016).
Quadrant 3:. Quadrant 3: Low materiality. These social issues are less
relevant to both the mining company and external stakeholders
(GRI, 2016). Therefore, for each social issue, the types of strategies
used varied from (2) redefining productivity in the value chain to
(3) creating an enabling local environment (Porter & Kramer, 2006).
FIGURE 3 Material issues identified in each quadrant for the mining industry
6 SAENZ
7. There are issues that can only use one strategy—(2) or (3)—for exam-
ple, supply chain and public policy (see Table 3). As an example, the
supply chain issue is addressed as follows: Anglo American founded
its Zimele (“to stand on one's own feet”) program in 1989 to help
previously disadvantaged South Africans with funding and support
to build their own successful small‐ to medium‐sized enterprise
(Columbia Center on Sustainable Investment (CCSI) et al., 2016).
Quadrant 4:. Quadrant 4: Medium to high materiality. These social
issues are relevant for the mining company but not for external
stakeholders (GRI, 2016). Therefore, for each social issue, the type
of strategy used is mainly (2) redefining productivity in the value
chain (Porter & Kramer, 2006)—for example, workforce engagement
and management, energy management, and climate change (see
Table 4). As an example, the gender equality issue is addressed as
follows: in recognition of the need to correct gender disparities in
mining and engineering, Goldcorp donated C$500,000 to the
TABLE 1 Quadrant 1 (highest materiality)
Social issue
CSV
strategy Examples
Water (1) Sharing benefits through water
and energy infrastructure.
(2) Conserving and recycling water
(3) Providing drinking water to
community
Waste and hazardous
material management
(2) Implementing the environmentally
sound management of chemicals
and all wastes throughout
their life cycle
(2) Preventing emission of toxic
substances to the
surrounding environment
Stakeholder
engagement
(3) Planning early for land access,
resettlement and livelihood
restoration
(3) Supporting non‐mining‐related
livelihood options
(3) Implementing community
development agreements
(CDAs) to help broaden access
to anti‐poverty strategies
Environmental
compliance
(2) Minimizing mine inputs and waste
(2) Implementing responsible sourcing
(2) Reducing, measuring and reporting
emissions
(3) Avoiding impacts to critical
habitat and working towards
no net loss and net gain
Sustainable benefits for
communities
(3) Supporting local procurement
and skill development
Rights and engagement
of indigenous peoples
(1) Respecting free, prior and
informed consent (FPIC)
and the special status of
indigenous peoples
Human rights (1) Implementing human rights
impact assessments
Governance and
accountability
(2) Participating in conflict‐
free mineral certification
schemes
Legend: (1) Reconceiving products and markets. (2) Redefining productivity
in the value chain. (3) Creating an enabling local environment.
TABLE 2 Quadrant 2 (medium to high materiality)
Social issue
CSV
strategy Examples
Economic
performance
(3) Understanding the limits and
opportunities of mining's
economic impacts
(2) Driving economic growth
with local procurement and
supplier development strategies
Biodiversity and
land use
(3) Supporting projects that link
communities and biodiversity
(3) Implementing biodiversity offsets
Tax strategy/
transparency
(3) Spearheading transparency
Legend: (1) Reconceiving products and markets. (2) Redefining productivity
in the value chain. (3) Creating an enabling local environment.
TABLE 3 Quadrant 3 (low materiality)
Social issue
CSV
strategy Examples
Mine closure (2) Implementing a life‐of‐
mine skills baseline
and assessment
Partnerships and
collaboration
(1) Incorporating sustainable
development goals in
to policies
(3) Transferring innovative
and environmentally
sound technologies
(3) Sharing geodata
(3) Participating in dialogues
(3) Strengthening coordination
between initiatives
(3) Collaborating to strengthen
health services
(3) Recognizing and collaborating
to strengthen traditional
practices
Supply chain (3) Building local, regional and
national procurement
strategies
Emergency
preparedness.
(3) Participating in planning
the response to epidemics
(2) Advocate for improved
coordination and response
Public policy (3) Strengthen coordination
between public initiatives
Legend: (1) Reconceiving products and markets. (2) Redefining productivity
in the value chain. (3) Creating an enabling local environment.
SAENZ 7
8. University of British Columbia on International Women's Day in
2014 to set up the Goldcorp Professorship in Women in Engineering
(Columbia Center on Sustainable Investment (CCSI) et al., 2016).
5 | CONCLUDING REMARKS
In practical terms, this study points out which CSV strategies can be
used according to the quadrant of the materiality matrix in the mining
industry and improves the use of the materiality analysis and the
actions that a mining company must take. These findings can help min-
ing executives to prioritize social issues and increase the allocation of
resources to cope with those social issues.
Improving a business's strategic response to stakeholder demands
can be promoted through a more nuanced understanding of stakeholder
expectations (Whitehead, 2017). Depending on the social issue's mate-
riality, a company can allocate resources to reconceive its operations,
redefine productivity in the value chain, and create an enabling local
environment. The findings of the study also raise some interesting
policy implications. Businesses have limited resources to address sus-
tainability concerns. The findings of the research suggest that there
are a range of issues that attract widespread stakeholder concern and
that it is probably in the best interest of businesses to address these
concerns using the corresponding CSV strategy. Knowing the most rel-
evant issues and strategies to be developed for each quadrant, stake-
holder groups can assist mining executives in aligning their
sustainability efforts with their stakeholders' concerns. These results
provide a new angle to improve the application of the CSV theory.
The main limitation of this study is that it focused on only the min-
ing sector. A broader sample of the industrial sector might enhance
the generalizability of results. Despite its limitations, this research con-
tributes to understanding of the culture needed to earn SLO. Despite
its limitations, however, this study provides support for the strategic
view of CSV as delivering shared value for business and society, as
envisioned by Porter and Kramer (2011).
Future studies could focus on the following aspects: (1) finding
other types of strategies for each quadrant in the materiality analysis,
using, for example, bottom‐of‐the‐pyramid theory or triple‐bottom‐
line theory, and (2) applying the framework in other sectors, such as
finance, industry, agriculture, construction, or oil and gas. A broader
sample of firms would also enhance the generalizability of results.
ORCID
Cesar Saenz https://orcid.org/0000-0001-9610-1057
REFERENCES
Abbott, W. F., & Monsen, R. J. (1979). On the Measurement of Corporate
Social Responsibility: Self‐Reported Disclosures as a Method of Mea-
suring Corporate Social Involvement. Academy of Management
Journal, 22(3), 501–515.
AccountAbility (2008), “AA1000 accountability principles standard 2008”,
available at: www.accountability.org/wpcontent/uploads/2016/10/
AA1000APS_english.pdf6&cd=2&hl=it&ct= clnk&gl=it.
Beschorner, T. (2014). Creating shared value: the one‐trick pony approach.
Business Ethics Journal Review, 1, 106–112.
Bohdanowicz, P. (2007). A case study of Hilton environmental reporting as
a tool of corporate social responsibility. Tourism Review International,
11(2), 115–131.
Briano, G., & Rodriguez, L. (2012). Corporate information transparency on
the internet by listed companies in Spain (IBEX35) and Mexico (IPYC).
International Journal of Digital Accounting Research, 12, 1e37. Research
in. http://rabida.uhu.es/dspace/bitstream/handle/10272/6170/Cor-
porate_information_transparency.pdf?sequence¼2
Camilleri, M. A. (2012). Creating shared value through strategic CSR (pp.
218–233). Netherlands: International conference on innovation and
management (ICIM).
Camilleri, M. (2017). Corporate sustainability and responsibility: creating
value for business, society and theenvironment. Asian Journal of Sus-
tainability and Social Responsibility (2017), 2, 59–74.
Columbia Center on Sustainable Investment (CCSI), UN Sustainable Devel-
opment Solutions Network (SDSN), United Nations Development
Programme (UNDP), and the World Economic Forum. (2016). Mapping
Mining to the Sustainable Development Goals: An Atlas. Retrieve from:
http://unsdsn.org/wp‐content/uploads/2016/11/Mapping_Mining_
SDGs_An_Atlas.pdf
TABLE 4 Quadrant 4 (medium to high materiality)
Social issue
CSV
strategy Examples
Ethics (1) Collaborating to establish codes
of conduct and principles
Anti‐corruption and
compliance
(1) Promoting the rule of law
Diversity (3) Promoting sustainable
development and
cultural diversity
Inclusion and equality. (3) Collaborating to manage
impacts on women in
local communities
Workforce engagement
and management
(2) Promoting inclusive employment
(2) Promoting skills development
(2) Investing in workforce
education, training and
technical programs
Energy management (2) Improving energy efficiency
(3) Sharing benefits through
energy infrastructure
(2) Incorporating renewable
energy
(3) Supporting local energy
initiatives
Climate change (2) Adopting a corporate
policy to address
climate change
(2) Aligning company
strategies with national
efforts and sharing the
company's policy on
climate change
(2) Building climate
change resilience
Legend: (1) Reconceiving products and markets. (2) Redefining productivity
in the value chain. (3) Creating an enabling local environment.
8 SAENZ
9. Crane, A., Palazzo, G., Spence, L., & Matten, D. (2015). Contesting the
value of ‘creating shared value’. California Management Review, 56,
130–153.
Cuevas‐Mejia, J., Escobar‐Vaquiro, N., & Maldonado‐Garcia, S. (2013).
Aproximacion a los factores que influyen en la divulgacion de
informacion sobre RSC en empresas de America Latina. Cuardernos de
contabilidad, 14(34), 91–131.
De los Reyes, G., Scholz, M., & Smith, N. C. (2017). Beyond the ‘win‐win’:
creating shared value requires ethical frameworks. California Manage-
ment Review, Forthcoming. Forthcoming, INSEAD Working Paper
No. 2016/67/ATL/SocialInnovation Centre. https://papers.ssrn.com/
sol3/papers.cfm?abstract_id=2848192.
de Rosario, A. H., Alarcon, F., & Perez, M. d. C. C. (2012). Los
Determinantes de la Divulgacion de Informacion sobre
Responsabilidad Social Corporativa en el Sector Financiero: caso
Espa~nol. Revista Facultad de Ciencias Economicas: Investigacion y
Reflexion, 20(1). Research in. http://www.scielo.org.co/scielo.php?
script¼sci_arttextandpid¼S0121‐68052012000100012#t6
Deegan, C., & Rankin, M. (1997). The materiality of environmental
information to users of annual reports. Accounting, Auditing &
Accountability Journal, 10(4), 562–583. https://doi.org/10.1108/
09513579710367485
Fernandez, F. (2002). El Analisis de contenido como ayuda metodologica
para la investigacion. Revista de Ciencias Sociales, 96, 35–53. Research
in. http://www.redalyc.org/pdf/153/15309604.pdf
Font, X., Guix, M., & Bonilla‐Priego, M. J. (2016). Corporate social respon-
sibility in cruising: Using materiality analysis to create shared value.
Tourism Management, 53, 175–186. https://doi.org/10.1016/j.
tourman.2015.10.007
Freedman, M., & Wasley, C. (1990). The Association Between Environmen-
tal Performance and Environmental Disclosure in Annual Reports and
10‐Ks. Advances in Public Interest Accounting, 3, 183–193.
Freeman, R. E. (1984). Strategic management: A stakeholder approach. Bos-
ton MA: Pitman.
Gandía, J., & Perez, T. (2005). E‐Gobierno corporativo y transparencia
informativa en las sociedades cotizadas espanolas: un estudio
empírico. Direccionn de Estudios y Estadísticas, Comision Nacional
de Mercado de Valores. Monografía N, 8, 1e47. Research in. http://
internet.cnmv.es/DocPortal/Publicaciones/MONOGRAFIAS/MON20
05_8.PDF
González, M., del Mar Alonso‐Almeida, M., & Dominguez, D. (2017). Map-
ping global sustainability reportscoring: a detailed analysis of Europe
and Asia. Quality & Quantity, 1–15.
Gray, R., Kouhy, R., & Lavers, S. (1995). Corporate social and environmental
reporting: A review of the literature and a longitudinal study of UK dis-
closure. Accounting, Auditing & Accountability Journal, 8(2), 47–77.
Gray, R. (2006). Social, environmental and sustainability reporting and
organisational value creation, Whose value? Whose creation? Account-
ing, Auditing & Accountability Journal, 19(6), 793–819. https://doi.org/
10.1108/09513570610709872
GRI (2016). Defining what matters. Do companies and investors agree on
what is material? Mining, metals and in collaboration with electric
utilitiesGlobal Reporting Initiative.
GRI (2018). The materiality principle: A deep dive. https://www.
globalreporting.org/SiteCollectionDocuments/2018/CSE/Materiality%
20Webinar%2029%20Nov%202018.pdf
Harrison, J., & Wicks, A. (2013). Stakeholder theory, value, and firm
performance. Business Ethics Quarterly, 23(1), 97e124.
Holcomb, J. L. (2010). General managers’ perceptions of corporate social
responsibility in Florida hotels. Doctoral dissertation. Central Florida:
University of Central Florida, http://stars.library.ucf.edu/cgi/
viewcontent.cgi?article=2618&context=etd. Accessed 7 June 2016.
Holder‐Webb, L., Cohen, J. R., Nath, L., & Wood, D. (2009). The supply of
corporate social responsibility disclosures among US firms. Journal of
Business Ethics, 84(4), 497–527.
Hsu, C. W., Lee, W. H., & Chao, B. (2013). Materiality analysis model in sus-
tainability reporting—A case study at lite‐on technology company.
Journal of Cleaner Production, 57, 142–151. https://doi.org/10.1016/j.
jclepro.2013.05.040
Ingram, R., & Frazier, K. (1980). Environmental Performance and Corporate
Disclosure. Journal of Accounting Research, 18(2), 614–622.
Jain, A., & Islam, M. A. (2016). The rise of GRI: a social contagion epidemic.
In Proceedings of the Ninth Asia‐Pacific Conference on Global Business,
Economics, Finance and Banking. Paper ID: HK619.
Jamali, D. (2008). A stakeholder approach to corporate social responsibil-
ity: A fresh perspective into theory and practice. Journal of Business
Ethics, 82(1), 213–231.
Kemp, D., Bond, C., Franks, D., & Cote, C. (2010). Mining, water and human
rights: making the connection. Journal of Cleaner Production. Vol, 18
Issue(15), 1551–1560. https://doi.org/10.1016/j.jclepro.2010.06.008
KPMG (2014), “The essentials of materiality assessment”, available at:
https://assets.kpmg.com/content/dam/kpmg/pdf/2014/10/material-
ity‐assessment.pdf (accessed 10 June 2017).
Maltz, E., & Schein, S. (2012). Cultivating shared value initiatives: A three
Cs approach. Journal of Corporate Citizenship, 2012(47(Autumn),
55–74. https://doi.org/10.9774/GLEAF.4700.2012.au.00005
Maphosa, F. (1997). Corporate social responsibility in Zimbabwe: A con-
tent analysis of mission statements and annual reports. Zambezia,
24(2), 181–193.
McGuire, J. B., Sundgren, A., & Schneeweis, T. (1988). Corporate Social
Responsibility and Firm Financial Performance. Academy of Manage-
ment Journal, 31, 854–872.
Messier, W. F., Martinov‐Bennie, N., & Eilifsen, A. (2005). Review and
integration of empirical research on materiality: Two decades later.
Auditing Journal of Practice and Theory, 24(2), 153e204.
Moffat, K., & Zhang, A. (2014). The paths to social licence to operate: An
integrative model explaining community acceptance of mining.
Resources Policy, 39, 61–70.
Muñoz‐Torres, M. J., Escrig‐Olmedo, E., Ferrero‐Ferrero, I., Fernandez‐
Izquierdo, M. A., Leon‐Soriano, R., & Rivera‐Lirio, J. M. (2012). Materi-
ality analysis forCSR reporting in Spanish SMEs. International Journal of
Management, Knowledge and Learning, 1(2), 231–250.
Murninghan, M. (2013). Redefining materiality II: Why it matters, who's
involved, and what it means for corporate leaders and boards. Setting
the standard for corporate responsibility and sustainable development.
New York: Accountability.
Pfitzer, M., Bockstette, V. and Stamp, M. (2013). Innovating for shared
value. Harvard Business Review.
PGS (2013), “Determining materiality: A key for corporate sustainability”,
Available at: Www. pgsadvisors.com/2013/07/determining‐material-
ity‐a‐key‐tool‐for‐corporate‐sustainability/ (accessed 8 January 2015).
Porter M. & Kramer M. 2011. The big idea: Creating shared value. Harvard
Business Review January–February: 62–77
Porter, M. E., & Kramer, M. R. (2006). Strategy and society: The link
between competitive advantage and corporate social responsibility.
Harvard Business Review, 84(12).
Rockness, J. W. (1985). An Assessment of the Relationship Between US
Corporate Environmental Performance and Disclosure. Journal of Busi-
ness Finance & Accounting, 12(3), 339–354.
SAENZ 9
10. Rodríguez, P., Fuentes, F., & Sanchez, S. (2012). Aplicacion de la
Metodología del analisis de contenido a la revelacion de informacion
sobre clientes y empleados en las entidades financieras espanolas a
traves de las memorias RSC (2007‐2010). Revista de Ciencias Sociales:
Prisma Sociales, 9, 226e261.
Ruf, B. M., Muralidhar, K., & Paul, K. (1998). The Development of a Sys-
tematic, Aggregate Measure of Corporate Social Performance. Journal
of Management, 24(1), 119–133.
Saenz, C. (2018a). The context in mining projects influences the corporate
social responsibility strategy to earn a social licence to operate: A case
study in Peru. Corporate Social Responsibility and Environmental Man-
agement, 25(4), 554–564. https://doi.org/10.1002/csr.1478
Saenz, C. (2018b). Building legitimacy and trust between a mining company
and a community to earn social license to operate: A Peruvian case
study. Corporate Social Responsibility and Environmental Management.
https://doi.org/10.1002/csr.1679
Saenz, C. (2019). A social conflict diagnostic tool for application in the min-
ing industry. Corporate Social Responsibility and Environmental
Management. https://doi.org/10.1002/csr.1714
Schadewitz, H., & Niskala, M. (2010). Communication via responsibility
reporting and its effect on firmvalue in Finland. Corporate Social
Responsibility and Environmental Management, 17(2), 96–106.
Spiller, R. (2000). Ethical Business and Investment: A Model for Business and
Society, the. Netherlands: Springer.
Strand, R. (2015). Scandinavia can be an inspiration for creating shared
value. Financial Times Business EducationSoapbox. http://www.ft.
com/intl/cms/s/2/84bbd770‐b34d‐11e3‐b09d‐00144feabdc0.
html#axzz2zw0bVEbR.
Stray, S. (2008). Environmental reporting: The UK water and energy indus-
tries: A research note. Journal of Business Ethics, 80(4), 697–710.
Turker, D. (2009a). How corporate social responsibility influences organi-
zational commitment. Journal of Business Ethics, 89(2), 189–204.
Turker, D. (2009b). Measuring corporate social responsibility: A scale
development study. Journal of Business Ethics, 85(4), 411–427.
Waddock, S. (2004). Parallel universes: Companies, academics, and the prog-
ress of corporate citizenship. Business and Society Review, 109(1), 5–42.
Whitehead, J. (2017). Prioritizing sustainability indicators: Using materiality
analysis to guide sustainability assessment and strategy. Business Strat-
egy & the Environment (John Wiley & Sons, Inc, 26(3), 399–412. https://
doi.org/10.1002/bse.1928
Wiseman, J. (1982). An Evaluation of Environmental Disclosures Made in Cor-
porate Annual Reports. Accounting, Organizations, and Society, 7(l), 53–63.
Zhu, Y. (2011). Materiality approach in sustainability reporting: applica-
tions, dilemmas, and challenges. In 1st World Sust’ainability Forum
(Vol. 1). MDPI.
How to cite this article: Saenz C. Creating shared value using
materiality analysis: Strategies from the mining industry. Corp
Soc Resp Env Ma. 2019;1–10. https://doi.org/10.1002/csr.1751
10 SAENZ