Revisiting the Role of “Shared Value” in the Business-Society Relationship

This article critically examines Porter and Kramer’s shared value concept to identify its boundaries and limits as a framework for understanding the role of phi-lanthropy and CSR relative to the role of business in society. Cases of implementation and alternative perspectives on innovation reveal that, despite its appeal and uptake in corporate and philanthropic circles, shared value merely advances the conventional rhetoric that what is good for business is good for society. The shared value approach narrows what counts as social value and avoids the friction between business and society. The consequence is that the approach is problematic as a framework for ad-dressing sustainability and development, and an insufficient basis for decision-making about philanthropy and CSR.