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Despite CSV theory is related to the diamond mode which has four endogenous variables, Porter and Kramer (2011) presented three distinctive steps to CSV; (1) reconceiving products and markets, (2) redefining productivity in the value chain, and (3) enabling local cluster development.
Shared Value is a concept created by Professor Michael E. Porter and Mark Kramer of Harvard Business School. They describe it as “policies and operating practices that enhance the competitiveness of a company while simultaneously advancing the economic and social conditions in the communities in which it operates.
Michael Eugene Porter (born May 23, 1947) [2] is an American businessman and professor at Harvard Business School.He was one of the founders of the consulting firm The Monitor Group (now part of Deloitte) and FSG, a social impact consultancy.
A value chain is a progression of activities that a business or firm performs in order to deliver goods and services of value to an end customer.The concept comes from the field of business management and was first described by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance.
Within international business, the diamond model, also known as Porter's Diamond or the Porter Diamond Theory of National Advantage, describes a nation's competitive advantage in the international market. In this model, four attributes are taken into consideration: factor conditions, demand conditions, related and supporting industries, and ...
[8] However, the neo-capitalism philosophy most closely associated with Africapitalism is the theory of "creating shared value" [9] — a concept defined in a Harvard Business Review article titled "Creating Shared Value: Redefining Capitalism and the Role of the Corporation in Society", [10] written by economist, Professor Michael E. Porter ...
[1] [2] The model is an extension of the Porter's five forces model proposed by Michael Porter in his 1979 article published in the Harvard Business Review "How Competitive Forces Shape Strategy". The sixth force was proposed in the mid-1990s. [3]
The hypothesis was formulated by the economist Michael Porter in an article in 1991. [ 1 ] The hypothesis suggests that strict environmental regulation triggers the discovery and introduction of cleaner technologies and environmental improvements, the innovation effect , making production processes and products more efficient. [ 2 ]