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This paper proposes a model of creating shared value as a framework for responsible application of artificial intelligence in Serbia, taking into account key social and economic challenges brought by this technology. The work relies on analysis of existing literature in the fields of artificial intelligence, creating shared value and Serbia's strategies for AI development. Key challenges and opportunities related to AI application in Serbia have been identified. The proposed model of creating shared value can provide a responsible and beneficial development of the AI sector in Serbia, considering the social and economic impacts of this technology.

Orientation: This research conceptualised the effect of implementing creating shared value concept on organisational performance for the companies in the oil and gas sector in United Arab Emirates (UAE) and introduced the role of change management as mediating factor. Research purpose: The research aims to illustrate the influence of applying creating shared value (CSV) strategies on corporate organisational performance and craft the impact of change management practices on these organisations. Motivation for the study: This study was carried out after spotting the gap and inconsistency pattern in academic literature for the concept of adopting creating shared value as ecological and practical strategies to tackle the unprecedented challenges in the oil and gas sector after unprecedented crisis occurred. Research approach/design and method: The study adopted conceptual analysis as theoretical research methodology that focused on examining and clarifying the definitions, meanings and utilisation of study key variables within a certain field, hence it aimed to ensure the consistent and accurate application of these concepts. Main findings: This study successfully conceptualised the effect of CSV on organisational performance (OP). In addition, this study conceptualised the role of organisational change management (OCM) as a mediating variable on the relationship between CSV and organisational financial performance. Practical/managerial implications: This research crafted the dynamic flow chart for the variables that affect the organisational performance in the oil sector that led to enriching the understanding and prospects of managers and executives to utilise that model among their organisations. Contribution/value-add: This is the first study to enhance the perceptions of factors that influence corporate performance, especially among oil and gas companies in the UAE.

Ultra-processed foods are associated with metabolic dysfunction and driving chronic diseases. The Metabolic Matrix is a tool used to reformulate products to promote positive metabolic outcomes. The Kuwait Danish Dairy Company (KDD) has used this tool to develop a no-added-sugar products. This clinical trial tested the glycaemic response of a no-added-sugar ice cream in individuals with type 2 diabetes. The hypothesis was that the no-added-sugar ice cream would have a substantially better postprandial glycemic response than conventional ice cream in patients with type 2 diabetes. In this randomized cross over designed study, postprandial glycemic response was measured after 300 grams of no-added-sugar ice cream or normal ice cream was consumed. Despite similar composition and palatability, the postprandial responses were better with the no-added sugar ice cream, albeit that the natural sugar in the product still resulted in a marked postprandial glycaemic response. This finding emphasizes the necessity of clearly communicating to both patients and healthcare professionals that “no-added-sugar” does not equate to “zero total sugar.” The path to improved metabolic health involves not only product improvement but also transparent messaging to enable informed dietary choices. Reformulation resulting in palatable no-added sugar products provides an opportunity for companies to Create Shared Value by addressing the important social problems such as obesity and type 2 diabetes, by creating scalable solutions, that are profitable.Clinical trial registration:ClinicalTrials.gov, identifiers NCT06135935.

Objectives University social responsibility still lacks legitimisation and is perceived as a burden that hinders academics from doing research and teaching. Creating Shared Value by the University may serve as a tool to motivate universities to engage in initiatives for society, as this is beneficial for both parties. Yet, some researchers perceive the creation of economic value as inappropriate for academia. Thus, it was interesting to examine how the world's best universities elaborate on this matter. Material and methods A thematic analysis of textual data published online by universities in the top 30 in THE Impact Rankings 2022 has been conducted to determine if they create shared value and what benefits they create or expect. Results Signs of indirect Creating Shared Value by the University were observed in the dataset. Some universities create social and economic benefits from the same initiatives, mainly strategic. The observed benefits are both intangible and tangible, but most are related to increasing brand value: receiving recognition and awards, building reputation, strengthening competitive advantage, boosting brand attractiveness, and employer branding. Universities modestly mention that they gain tangible benefits, such as an expansion of research funds, and earned or passive income, which may point out that such values are not perceived as suitable in an academic context yet. Conclusions The results shed new light on the perception of creating economic value in academia, indicating that CSVU could be a legitimate tool to develop the theory and practice of USR. Still, results suggest that any CSVU framework should focus primarily on intangible benefits.

Objective: The purpose of the article is to present the genesis of the concept of Creating Shared Value (CSV), re-conceptualise it, and point out the main dimensions of value creation. In addition, the article describes the existing interdependencies between the various dimensions and the distinct approaches to defining these dimensions. Research Design & Methods: The article presents the results obtained from an expert survey conducted using the Delphi method. The survey allowed us to obtain experts’ opinions on approaches to defining the creation of shared value and its dimensions. Findings: The results obtained suggest a different approach to understanding and defining the concept of CSV and the dimensions of value creation. In the study experts pointed to the connection of the CSV concept with other management theories and concepts in corporate social responsibility and sustainability. They emphasised the role of creating shared value to different stakeholder groups in the complex internal and external business environment. The difficulty of linking company strategy, business models, and activities with social, environmental, or economic goals was pointed out. Implications / Recommendations: The article presents the results obtained from the first part of a study aimed at constructing a tool to measure the creation of shared value. They are the starting point for both the development of the dimensions of the construct and the factors which can be measured to evaluate the creation of social, economic and environmental value in each dimension. Contribution: The article contributes to the understanding of the concept of CSV as a management theory in the context of enhancing the competitive position of organisations and provides a methodological basis for developing a CSV measurement tool.

Firms are commercializing new business models using various types of data. The Japan Weather Association has handled a huge amount of meteorological data and developed a number of weather forecasting and disaster prevention projects. With the recent evolution of digital technology, they have succeeded in developing a product demand forecasting service by combining weather data, sales data, and consumer behavioral data. Despite falling outside of the Association’s core interest of disaster prevention, the researchers identified the opportunity to cooperate with companies in other industries and launched a subscription business model for their product demand forecasting service in the white space. The association was able to develop this product demand forecasting service thanks to advances in weather forecasting technology, which can now predict the future to a degree, along with the capabilities of their human resources (i.e. weather forecasters). In addition, as a social business player, the core value of “solving social issues” pushed the evolution out of the core space.

AbstractMicrofinance is the provision of financial services to disadvantaged people and the financially excluded, often with a social mission of poverty alleviation and women empowerment. There are many different forms of microfinance institutions (MFIs): for-profit, not-for-profit and state-owned, all of which use different strategies to improve socio-economic status of their clients. The objective of this paper is to examine the alternative strategies of MFIs in Nepal. Primary data was collected through structured questionnaires from 240 women clients of three MFIs. Parametric and non-parametric tests, and exploratory factor analysis have been applied for analysis. The results show that MFIs have different segmentation strategies for their clients, focusing on income levels, total consumption and the number of children. Surprisingly, it was found that the private MFI was reaching poorer people than other MFIs. Our results show that MFIs look at total consumption expenditure rather than total income. Private MFIs target different activities for giving loans compared to government-owned MFIs. The communication strategy of the MFIs is different since the clients of government-owned MFI are better educated and are more likely to read the newspaper. The exploratory factor analysis shows that respondents perceived poverty alleviation and empowerment. The most influencing factors are related to an increase in consumption expenditure, followed by an increase in capital expenditure.

Creating shared value (CSV) has been predicted as the next evolution of corporate social responsibility. Companies that follow the CSV approach integrate economic, societal, and environmental objectives in their strategy to pursue sustainability and competitive advantages. This study investigates the effects of CSV contributions (which are framed as economic, social, and environmental contributions) on brand attitude, and then the effects of brand attitude on consumer purchase and recommendation intentions. This research also examines the moderating role of perceived personal relevance on the relationships between economic, social, and environmental contributions and brand attitude. The proposed model was empirically tested on a sample of 234 consumers in a metropolitan city in Vietnam. The results confirm that positive links exist between the three CSV contributions and brand attitude as well as between brand attitude and consumer intentions of purchasing and recommending. The study also finds that perceived personal relevance moderates the effect of environmental contribution on brand attitude. These effects help us better understand previous findings in the literature regarding the influence of CSV on consumer intentions and enrich the limited CSV research. Moreover, this study also provides managerial suggestions for companies in making their CSV decisions.

Abstract Progress and success belong to organizations that equip their human resources with innovation, skills and entrepreneurship by creating the necessary conditions. Using these valuable capabilities, organizations direct other organizational resources to create new values in line with the needs of society. To achieve this, it will be important to attract and retain skilled and quality employee. Maintaining and building commitment in organizations is through the lens of organizational dynamism and innovation so that employees feel engagement and apply their skills; The present study aims to assess the role of creating shared value on organizational commitment and examine the position of corporate social responsibility, organizational culture and organizational innovation on creating organizational commitment. In addition, the role of organizational culture in the relationship between organizational innovation and organizational commitment has been examined. The present study is applied in terms of purpose and descriptive correlational in terms of data collection and analysis. Its statistical population consists of government managers of government organizations in Tehran province. Among them, 357 people were selected by available sampling method as a statistical sample. SPSS and Smart PLS software, in the form of Structural Equation Modeling (SEM), were used to analyze the research data. Creating shared value and organizational innovation is directly related to organizational commitment. Corporate social responsibility also directly and indirectly improves organizational commitment. Organizational culture also moderates the relationship between organizational innovation and organizational commitment. Introduction Competition has increased in all contexts of the organization. To succeed in such an environment, the organization must hire the best workforce and keep them satisfied and committed to the organization. The success of government agencies depends on the ability of managers who are committed to creating value and employing committed human resources. Creating organizational commitment, which is considered as the desire to try and stay in the organization, is one of the issues that have been considered by managers of organizations (Kaplan & Kaplan, 2018:47). Organizational commitment determines how dependent employees are on the organization, how involved they are in the organization, and whether they are prepared to leave the organization (Gopinat, 2020:1859). Commitment activities of employees are very important in building trust and positive behaviors; Because it makes employees feel part of the organization they work for. In most organizations, employee commitment depends on the amount of shared value created. Paying attention to community issues and trying to solve problems leads to increasing employee trust and creating organizational commitment (George & Edward, 2020:256). Creating shared value is a kind of social goodwill for both society and employees, which will lead to organizational commitment by implementing social responsibility; Therefore, the majority of employees should be aware of the company's social responsibility to create the necessary motivation to create shared value in the organization (Amarsaikhan, 2014). An organization that fails to retain its skilled manpower will soon be defeated by other organizations that have the power to employ organizational innovation and have committed employees (Lambert and Hogan, 2010:162). In government organizations, employees have higher expectations of financial resources and fair behavior that organizational culture can provide. This study seeks to examine all these variables in one model; Therefore, the main purpose of this study is to provide an answer to the question of whether the creation of shared value is effective in promoting organizational commitment? How will corporate social responsibility and organizational innovation variables affect this relationship? And can the variable of organizational culture have a moderating role in the relationship between organizational innovation and organizational commitment or not? Methodology The research method is applied in terms of purpose and in terms of collecting descriptive-correlation information (based on structural equation model). To examine the theoretical foundations, the library method was used through authoritative books and articles. The statistical population of the study is government managers in Tehran province. The data collection tool is a questionnaire whose scales were first extracted from theoretical foundations and then designed based on a range of five Likert options. The face validity and content of the questionnaire were reviewed and confirmed by academic experts and the construct validity was confirmed using factor analysis. The average variance extracted index was used to achieve convergent validity. Existence of values higher than 0.5 for the average variance extracted is a necessary condition for convergent validity and a reliability value higher than 0.7 is a necessary condition for appropriate reliability. To analyze the demographic data, SPSS software has been used and to study the research model, structural equation modeling and Smart-PLS have been used. Discussion and Results Today, professionals will be most effective in creating organizational innovation and gaining value for society. These people in government organizations due to low importance to them and low commitment lead to lack of organizational values. One of the features of an organization's superiority over another organization is having a loyal human resource and creating organizational commitment helps managers in progress and success. Organizational commitment is an important factor in the relationship between individuals and the organization; Organizational innovation also plays an important role in improving organizational productivity by creating shared value. Conclusion Given the important role of organizational innovation, providing the desired environment in the organization and providing the necessary training for employees to flourish creativity and create shared value in order to create organizational commitment is essential. Given that organizational structure and organizational culture in some way affect the level of innovation and level of commitment in the organization, so government organizations should gradually move away from mechanical structures to provide a basis for creating shared value and increasing organizational commitment. Managers of the organization should refrain from exercising any direct control and emphasis on the implementation of formal regulations, and by aligning personal and organizational goals to provide the basis for organizational innovation and entrepreneurship.

Background and Objectives: Today, the creation of shared value between institutions, organizations and businesses is one of the important factors of economic growth and business development and improving stakeholder relations. Therefore, this study aimed to design and validate a tool to measure shared value creation in technology businesses with a practical purpose. The main goal of the researcher in the present study was to answer this question: what are the dimensions of the common value creation evaluation tool for technology businesses? The study further attempted to design and validate psychometrics co-value creation tools for technology businesses.Methods: The research adopted a mixed method (grounded theory). Qualitative statistical population consisted of CEOs and board members in the field of information technology and technology businesses and new technology-based businesses. Through purposeful sampling method in accordance with the law of saturation of opinions, 14 people were selected. Statistical community in the qantitative part included more than 2773 companies active in the information technology industry, which are available on the website (www.ictkey.ir) and, consequently, the same number of top and senior managers; Also, due to lack of accurate transparency of information about the statistical community and considering the sample size formula without a statistical population in terms of proportion of 408 first, second and third tier managers working in the field of technology businesses, especially in the field of IT&ICT and new areas of technology, the public and private institutions or companies in Tehran were included by simple random sampling. The primary tool was extensive study of theoretical foundations, previous research, related articles and interviews with experts, which eventually led to the design of the initial questionnaire. Then, face validity and quantitative and qualitative content were examined and its reliability was determined by Cronbach's alpha method and combined reliability with a value above 0.7. Finally, the confirmatory factor analysis of the mentioned tool was confirmed using SPSS21 and Samartpls3 software.Findings: Findings indicate that in formal and quantitative validity content, the effects score of items less than 1.5 and content validity ratio less than 0.62 and content validity index less than 0.79 were removed, which included categories such as internal and external stakeholders, mental integrity and agreements, social psychology, resources and benefits, foresight & futurism, win-win cultural feature, analysis, initiation and pioneering. The results of confirmatory factor analysis test showed that the dimensions of shared value creation include 12 dimensions describing: interactive processes, technology performance/ functionality, customer focus, sustainable value, co-creation requirements, value creation, culture, decision making, economics, value learning, Policies and rules and regulations, opportunities and indicators include 28 components such as needs assessment/needs building, participation and production of shared value, satisfaction and indexable, operation of smart tools/tools, paradigm/technological view, customer, service-based, Based on continuous processes, and model and strategy, social and legal areas, infrastructure, information acquisition and sharing, policy/governance, value generation and absorption, stimulus, benefit sharing, cultural variable, online and up-to-date proposing system, financial, optimal consumption, investors, defining and applying the concept of value, university and higher education, fostering creative manpower, protecting intellectual property, government support policies, motivating and brainstorming individuals, creation opportunities.Conclusion: In evaluating the validity of the structure, the factor load value of all items, appropriate values above 0.4, the reliability of both criteria (Cronbach's alpha, combined reliability), all dimensions above 0.7, the mean extracted variance and all dimensions greater than 0.5 were obtained and approved. Finally, the findings of this study indicated that the designed tool included 12 dimensions and 28 components that had appropriate and strong credibility and reliability and can be used to assess the joint co-creation of value in technological businesses for business excellence and development and creating a new business and economic environment.

The aim of the article is to identify factors promoting and hindering the implementation of corporate social responsibility (CSR) in a cluster. The analysis is based on the literature of the subject and desk research on clusters, as well as studies by the Polish Agency for Enterprise Development (PARP), the European Commission, selected clusters and the ECCP platform. Factors promoting and hindering the implementation of the CSR concept were analysed at three levels: macro – focusing on the cluster-society relationship; meso – at the level of relations between cluster members; and micro in relation to individual enterprises. The research shows that favourable and unfavourable factors co-exist, which limits the possibilities of implementing the CSR concept in a cluster. Moreover, the concept of CSR at the macro level, in overloaded clusters, requires further elaboration and well-established cooperation of the dominant stakeholders in order to eliminate social problems.

El objetivo de este artículo es identificar acciones referidas a la creación de valor compartido (CVC) que realizan los grupos empresariales (GE) colombianos. La CVC permite a las organizaciones darse cuenta de que el éxito empresarial no solo depende de la maximización de los resultados financieros, sino que este también depende de la contribución positiva al medio y comunidades donde ejercen sus operaciones. El trabajo se centra en GE, porque son la forma organizacional predominante por las grandes empresas latinoamericanas y colombianas. Se trabajó con una muestra de 38 GE que cotizan en la bolsa de valores de Colombia, haciendo uso de sus reportes corporativos mediante análisis de contenido. Se encontró que muchos GE realizan diversas actividades que presuponen la existencia de beneficios y generación de valor en doble vía entre los grupos de interés (stakeholders) y las compañías, por lo que este artículo abre espacio a futuros trabajos considerando que es un tema emergente de investigación. The objective of this paper is to identify actions referred to the creating shared value (CSV) carried out by Colombian Business Groups (BG). CSV allows organizations to realize what business success not only depends on the maximization of financial results, but also requires on the positive contribution to the environment and communities where they operate. The article focuses on BG, because they are the predominant organizational form for large Latin American and Colombian companies. We worked with a sample of 38 BG s listed on the Colombian Stock Exchange using their corporate reports through a content analysis. It was found that many of these BGs s perform various activities that presuppose the existence of benefits and two-way value generation between stakeholders and companies, so this article opens space for future work considering that it is an emerging research topic.

Purpose: “Capitalist system is under siege” is the signal that businesses are going to lose legitimacy and ultimately survival is under question. However, “Creating shared value” (CSV), a resolute solution for organizations is proposed, and overwhelming organizations claim to have adopted CSV. However, in the absence of a standard for CSV success, yearly financial and sustainability reports are presented to validate such claims. Therefore, a yardstick is needed to determine whether companies have implemented CSV as a key strategy. To verify this claim, a scale is proposed to measure the level of adoption of CSV. Design/Methodology/Approach: An interview protocol was created for data collection from CSV adopters. Twenty interviews were conducted with 15 informants coming from 10 shortlisted organizations. Findings: The interview data were transcribed and analyzed to extract the key and sub-themes. A total of 58 items were generated with the help of five experts, and an average score of 0.859 on the S-CVI (scale level content validity index) is achieved with a Kappa (K) coefficient of 0.810. Implications/Originality/Value: So, it is concluded that this instrument will help to differentiate CSV adopters and those who involve in CSR projects. As a future direction, instrument testing and scale evaluation are designed.

Objective: The objective of the article is to assess the advancement of social responsibility (CSR) models of the most powerful transnational corporations (Top TNCs) in terms of the implementation of CSR principles in accordance with the idea of creating of Creating Shared Value (CSV). Additionally, using the concept of the Grounded Theory Methodology (GTM), to create guidelines for CSR 5.0. for the creation of CSV by companies. Research Design & Methods: The paper, apart from literature review and its critique, presents the results of an authorial survey. The author conducted in-depth studies – using the Multidimensional Statistical Analysis, the Strategic Analyses. The paper presents the results of research (2010-2021) on the strategies of the Top TNCs. The list of key values constituting the pillars of companies’ strategies was prepared based on the GTM on the basis of Top TNCs case studies (the ten strongest players in each sector) operating on a global scale in various industries: automotive, electronics, pharmaceutical, consumer goods. The quantitative research of economic indicators and the qualitative analysis of 480 annual reports focus on the assessment of the implementation of the principles of sustainable development to improve the company’s ability to create CSV, and thus its competitive ability in the long term. Findings: The original CSR 5.0 model was designed, adequate to the challenges of the 21st century related to the creation of CSV. The model was constructed on the basis of CSR principles disclosed as universal and included in the strategies of the Top TNCs studied and related to three layers of their intellectual capital (IC). With the use of GTM, a set of key values (three for each layer) was established, constituting the pillars of CSR 5.0, i.e. CSR for business models focused on CSV. Implications & Recommendations: The emphasis on the creation of CSV is a requirement of 21st century competitiveness, which was confirmed by research for world leaders in four sectors. This is best seen in the area of innovation. The changes also concern the organizational and relational spheres. It is recommended to use the indicated directions of changes to prepare also other companies for new challenges. The CSR 5.0 model indicates the key areas of ICs of companies as requirements for securing long-term sustainable development (including in the era of automation and digitization, e.g. thanks to the personification of goods and services). Contribution & Value Added: The paper presents an innovative approach pointing to the close relationship between intellectual capital – the implementation of CSR activities – long-term competitiveness as the ability to create CSV. Based on extensive research, the key elements of IC have been identified, reflecting the implementation of CSR in the innovative, organizational and institutional dimensions.

The evolution of CSR is largely the history of reconciling economic goals of business and social goals of society. Relatively recent CSR related concepts “creating shared value” (CSV) and “integrated value creation” (IVC) aim at aligning interests of business and society by producing economic and social value simultaneously. The purpose of this article is to compare the CSV and IVC concepts and show their relation to CSR. In particular, we discuss whether CSV and IVC can be regarded as substitutes for CSR, varieties of CSR or completely new paradigms, and come to the conclusion that the positioning of both concepts depends on how broadly CSR is defined. We summarize major criticisms of the CSV concept and provide our own vision of the strengths and limitations of both concepts, showing why at least the CSV concept cannot supplant CSR. Comparing CSV and IVC, we focus on the differences between them and show that IVC represents a more fundamental shift in business philosophy and aims at a deeper and system-wide rather than local and fragmentary integration within society. We maintain that the CSV and IVC ideas can and should be used in strategic planning as inspiration for innovative thinking, as guidelines for increasing business competitiveness and societal well-being. We also point out the need for refining methodological frameworks for the practical implementation of the CSV and IVC ideas.

Purpose: This paper aims to identify social and environmental issues in value chain of food companies to create shared value. We provided most affecting social and environmental issues on businesses companies value chain; in addition to that we provided some solutions to social and environmental problems based on shared value concept.

Purpose: This paper aims to provide corporate social strategies as an entrance to create shared value, in addition to that we aims to provide a theoretical and practical contributions that ground understanding the concept of creating shared value.

This article examines the involvement of the oil and gas industry in a social issue that not only alleviates the social problem but also becomes a powerful basis for business sustainability. Specifically, this paper analyzes Pertamina RU VI Balongan CSR program called Forum Komunikasi Safety Indramayu (FOKSI) in Indramayu District, West Java Province. This research uses the qualitative descriptive method. Data is collected through documentation, interview, and direct observation. Interview data collected as main data is sorted and triangulated with other data sources, both those obtained from observation and data from the result of documentation studies. The validity of the data is followed up at the analysis stage. The result shows that PT Pertamina RU VI Balongan succeeds to reduce unemployment issue in Indramayu through the FOKSI program based on the CSV approach. At the same time, the company is successful in obtaining skilled workers in alleviating potential work accidents in the oil and gas industry. Moreover, the knowledge and skills acquired by beneficiaries are disseminated at the community level. The involvement of the government through Dinas Sosial Tenaga Kerja dan Transmigrasi (Dinsosnakertrans) in the scheme also indirectly provides an opportunity for the creation of clean governance. However, the program has not significantly reduced the problem of unemployment in Indramayu. Therefore, PT Pertamina RU VI Balongan needs to invite other industries in alleviating the problem of unemployment by employing the safety employees. Artikel ini mengkaji keterlibatan industri migas pada isu sosial yang bukan saja menekan masalah sosial, akan tetapi juga menjadi basis kekuatan bagi keberlanjutan bisnis. Secara spesifik, tulisan ini menganalisis program CSR Pertamina RU VI Balongan bernama Forum Komunikasi Safety Indramayu (FOKSI) di Kabupaten Indramayu Provinsi Jawa Barat. Metode penelitian yang digunakan dalam penelitian ini adalah deskriptif kualitatif. Data dikumpulkan melalui studi dokumentasi, pertanyaan wawancara dan observasi langsung. Data hasil wawancara yang terkumpul sebagai data utama disortir dan ditriangulasi dengan sumber data lainnya, baik itu yang didapat dari hasil observasi maupun data dari hasil studi dokumentasi. Data yang teruji kesyhahihannya ditindaklanjuti pada tahap analisis. Hasil menunjukkan bahwa PT Pertamina RU VI Balongan berhasil meminimalisir pengangguran di Kabupaten Indramayu melalui program FOKSI berdasarkan pendekatan CSV. Pada saat bersamaan, perusahaan itu sukses memperoleh tenaga kerja terampil dalam menekan potensi kecelakaan kerja di industri migas. Apalagi, pengetahuan dan keterampilan yang diperoleh penerima manfaat disebarkan di level masyarakat. Keterlibatan pemerintah melalui Dinas Sosial Tenaga Kerja dan Transmigrasi (Dinsosnakertrans) dalam skema itu juga secara tidak langsung memberikan peluang terciptanya tata kelola pemerintahan yang bersih. Namun, program itu belum secara signifikan mengurangi masalah pengangguran di Indramayu. Oleh sebab itu, PT Pertamina RU VI Balongan perlu untuk mengajak industri lain dalam menekan persoalan pengangguran dengan cara mempekerjakan tenaga safetyman.

A health-oriented management approach is attracting the attention of many companies to increase their corporate value through investment in employees’ healthcare as a management fashion. Sunstar, a personal care company, has created innovation directly with their health-oriented management approach, and has improved their corporate value. The company has invested in employee’ healthcare from an early stage, and has created the brand “KENKO DOJO”, which is based on brown rice and vegetable meals and vegetable juices, which their healthcare facility provides for employees. From the start, top management decided to seek some profit by utilizing their health-oriented management approach. In this case, there are two important points. The first is that of creating shared value: the company balances employees’ healthcare and business creation by utilizing their healthcare method. The second is service-dominant logic: the company integrates goods and service and also co-creates value.

During the last few decades many European countries have developed policies directed towards mineral deposit safeguarding. However, as other land uses often are in conflict with mineral deposit safeguarding, the implementation of these policies is many times more difficult in practice. The aim of this paper is to investigate the link between land use planning and mineral resources, when using a shared value perspective. The analysis is focused on the mineral-rich Nordic countries—Sweden, Norway and Finland—and a number of mining projects are analyzed. The analysis rests in Porter and Kramer’s arguments for the importance of creating shared values. The results indicate that a shared value perspective has been present in the analyzed case studies, as many of the key ways for creating shared value are identified in the projects. This illustrates the importance of linking social value to economic value in mining projects, even if this is not clearly stated in the relevant legislation. As it is often the unpredictability of the regulatory framework that hinders mineral extraction, it is suggested that Social Impact Assessments (or similar) are formalized in the regulatory framework to ensure that social value is linked more clearly to the land use process related to access to minerals.

Purpose: This study attempts to make a contribution to theory by disentangling the concept of creating shared value (CSV)from corporate social responsibility (CSR). In doing so, the study provides a preliminary outline for CSV analysis.Approach: This study is conceptual in character. It is based on a review of literature on CSR and CSV and adopts the perspective of economic and social value creation.Findings: The findings show that 1) CSR comes down to sharing the economic value created in order to build social value and 2) CSV is the process of change of the relation between a firm’s outcomes and inputs that generates social value. In other words, it comes down to economic value creation through crea ting social value.Originality: This study provides arguments revealing that understanding the differences between the notions of CSV and CSR, reqnires adopting the concepts of economic and social value. The study therefore bridges the gap in theory in this respect and outlines a preliminary conceptual basis for CSV analysis. It is expected that the findings of this study will serve as a reliable basis for further discussion and CSV concept development.

The article tries to investigate to which extent the concept of Customer Shared Value (CSV) is relevant for a particular industry, the restaurant industry. We wanted to know if there is a correlation between social benefits and economic benefits for restaurants. We also wanted to know if restaurants already conduct their business according to the concept of Creating Shared Value, but maybe without reference to the concept as such. We found that restaurant companies in Sweden actually work to create economic benefits and social values. However we did not find that there was any clear pattern between economic value and social values. The companies with the highest total shared value are in fact the companies with the highest revenue, but there are also companies with lower revenue which have scored high in total shared value and vice versa. Most of the restaurants implicitly work with several factors of the concept such as having knowledge of the costs and causes of environmental impacts and the notion of how to treat employees fairly. The findings are valuable because they show to what extent CSV is a reality in the restaurant business today. This may have implications about how practitioner and scholars alike view the concept of CSV.

There are win win opportunities for big businesses and policy-makers as they nurture human capital with the right knowledge, skills and competences. A thorough literature review suggests that there is a rationale for corporations to collaborate with national governments and other stakeholders in the provision of education and training. In addition, this paper presents qualitative case studies of numerous exemplary firms that have distinguished themselves for their responsible behaviours, particularly towards their human resources and prospective employees. The findings indicate that there is scope for businesses to engage in corporate social responsibility (CSR) initiatives through the provision of educational programmes and continuous professional training and development of workers. Very often, these businesses’ underlying objective is to improve their employees’ competences, whilst minimising the skill gaps and mismatches in the labour market. In conclusion, this inquiry posits that CSR and stakeholder engagement could boost the employees’ morale and job satisfaction, which may in turn lead to lower staff turnover rates and greater productivity levels in workplace environments. It implies that there is potential for the organisational cultures and their business ethos to become more attuned with the governments’ educational policies; in order to better respond to the diverse needs of today’s learners and tomorrow’s human resources.

The corporate world is waking to the realisation that improved water management is fundamental for future prosperity and human well-being. This special issue explores aspects of its response: from the application of an array of analytical tools such as water footprint accounting, risk filters and standards; water use efficiencies; derivatives and insurance mechanisms; to collaborative infrastructure and watershed projects; stakeholder engagement and attempts to influence water governance at all scales. Drawing on the papers in this issue the motivations for this new agenda are traced and its potential in helping to unlock some of our most intractable water challenges, or to open a Pandora’s box of controversies are considered. Key concerns include the potential for diverging corporate and public interests; policy and regulatory capture; privileging of economic over social perspectives; process inequities; displacement of existing water management priorities, and the risks of misguided interventions which undermine institutional and hydrological sustainability. Reflecting on these and the state of research on the topic eight priorities for a constructive response are discussed: closing the legitimacy gap; evaluating outcomes; reviewing evaluative tools; representation and inclusiveness; conceptual and methodological groundwork; outreach; and involvement and mobilisation. In conclusion, corporate engagement on water has great potential as both a progressive or reactionary force. Debate, research, scrutiny and action are urged to differentiate the 'good', the 'bad' and the 'ugly' and to pose fundamental questions about sustainability and equity.

LNG Academy diharapkan mampu menghasilkan individu yang memiliki kemampuan tinggi dan bisa memadukan antara pendidikan dan dunia industri. Hal ini juga mendukung program pemerintah dalam mengurangi tingkat pengangguran, terutama lulusan perguruan tinggi. Program management trainee di Badak LNG, lulusan dari LNG academy menbutuhkan waktu 6 bulan untuk melalui tahap pelatihan kerja serta pelatihan kerja khusus. Sedangkan lulusan program MT di luar LNG academy biasanya membutuhkan waktu 18 bulan untuk melalui masa training. Artinya ini akan menghemat 12 bulan. Sejak kelar perdana di kampus, siswa sudah diperkenalkan dengan lingkungan kerja pada perusahaan gas alam. Oleh karena itu, lulusan LNG academy yang bekerja di Badak LNG tidak menemukan kesulitan berarti saat beradaptasi dengan lingkungan kerja. Dalam jangka pendek mereka dapat langsung siap bekerja dan mengetahui betapa strategis dampak dari bisnis gas alam cair dalam peta pembangunan nasional.LNG Academy is able to produce individuals (output) who have a considerably high link and match between education and industrial world. It also supports the governmental programs in reducing unemployment rates, especially the individuals graduated from university. It can also overcome the issue related to duration. Badak LNG Management Trainees, graduated from LNG Academy class, need only 6 months to pass the On Job Training as well as Job Specific Training. Whereas the MT graduated from outside the LNG Academy usually need 18 months in order to pass the trainings. It means that there are 12 months which can be saved (outcome). Since the early classes in the academy, the students have been introduced to the working ecosystem of the liquid natural gas company. Therefore, LNG Academy graduates who work for Badak LNG have no significant difficulty adapting with the working ecosystem, whether it is related to the working mechanism or other working cultures. In a short duration, they can be directly working-ready and understand how strategic it is the liquid natural gas business field in national and development issues (impact).