This scenario critiques Porter and Kramer's theory of creating common value. The strengths of the notion are emphasized in terms of its popularity among practitioner and academic audiences, it’s linking of strategy and social goals, and it’s systematizing of some previously underdeveloped, disconnected areas of research and practice.
Although, the idea is affected from some serious shortcomings, namely: it's not fresh; it blows off the pressures built-in to responsible business activity; it is unsophisticated about business compliance; and it's based on a shallow conception of the function of the corporation in society. [Michael Porter and Mark Kramer were encouraged to respond to this post. Their comment follows together with a reply by Crane and his coauthors.
PUBLICATION DATE: February 27, 2014 PRODUCT #: CMR564-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Related Case Solutions & Analyses:
Succession Capital Corp.
Leadership Styles
The Hormone Therapy Controversy: What Makes Reliable Evidence
Box: Building the Next Generation Enterprise Software Company
Henkel’s CEO Kasper Rorsted: On Building a Winning Culture, Video
The Course Allocation Problem
Distribution at American Airlines (C)
An Institution-Based View of IPR Protection
How to Cultivate Happiness in Companies: Five Caselets
Natural Gas and Its Role in the New Energy Dynamics
