Misaligned Needs in the Pursuit of Shared Value: A Multi-Stakeholder Study of the Shift from Corporate Social Responsibility to Corporate Social Entrepreneurship in an Emerging Economy

Abstract

Corporate social responsibility (CSR) has long been highlighted by business and society as essential. However, it has been suggested that over time, the relationship between the corporate donor and their CSR recipients has become fragmented. CSR investments that are predominantly business-driven have led to missed opportunities in fostering a potentially brand loyal market, developing future employees and entrepreneurs and facilitating innovation and growth within the broader economy. In order to address these short comings, it has been argued that a shift from CSR to corporate social entrepreneurship (CSE) may yield a broader set of benefits—for the company, its recipients and society at large. The aim of CSE is to create accelerated and disruptive change in pursuit of new social and economic opportunities. Literature, however, is limited as to the role stakeholders play in this process, especially in contexts where needs and values are not aligned. The current study, drawing on CSE theory, was undertaken to provide a mutually sustainable model of engagement between stakeholders. It also aims to address Porter and Kramer’s (2006) suggestion that there does not appear to be a strategically aligned process available for the benefits of both corporate donors and their recipients. A combination of phenomenology and Grounded Theory was used as methodological frameworks for this research. Staff from Dell Computers South Africa and two of their donor-funded recipients were used as part of the sample group. Eight categories emerged from the data analysis, and a conceptual model, based on the traditional Business Model Canvas, was developed. This model acts as a visual tool for corporates and recipients when engaging in CSE practices as well as a conceptual framework to inform future research and advance theory in the field of CSE.