L2: Strategy

Question 1

Nämn minst 3 styrkor med “shared value concept”

Answer 1

• CSV successfully appeals to practitioners and scholars
• CSV elevates social goals to a strategic level
• CSV articulates a clear role for governments in responsible behavior
• CSV adds rigor to ideas of “conscious capitalism” and provides an umbrella construct for loosely connected concepts

Question 2

Nämn minst 3 svagheter med “shared value concept”

Answer 2

• CSV ignores the tensions between social and economic goals
• CSV is unoriginal
• CSV is naive about the challenges of business compliance
• CSV is based on a shallow conception of the corporation’s role in society

Question 3

3 ways of creating shared value

Answer 3

• Re – conceiving products and markets
• Redefining productivity in the value chain
• Enabling local cluster development

Question 4

According to its critics, what does CSV ignore in terms of the tensions between goals?

Answer 4

CSV ignores the tensions between social and economic goals.

Question 5

In what ways does CSV contribute to discussions on business and society?

Answer 5

CSV contributes to discussions on business and society by potentially promoting socially beneficial business practices but faces criticism for reinforcing corporate self-interest.

Question 6

Name three alternative approaches to CSV for understanding corporate purpose and societal impact.

Answer 6

Stakeholder theory, social innovation literature, integrative social contract theory (ISCT), and the political role of the firm are alternative approaches to CSV.

Question 7

How does CSV contribute to the idea of “conscious capitalism”?

Answer 7

CSV adds rigor to ideas of “conscious capitalism” and provides an umbrella construct for loosely connected concepts.

Question 8

Enumerate the three ways of creating shared value as mentioned in the information.

Answer 8

Re-conceiving products and markets, redefining productivity in the value chain, and enabling local cluster development are the three ways of creating shared value.

Question 9

How do great companies approach business challenges differently compared to their competitors?

Answer 9

Great companies focus on long-term goals, innovation, and social impact rather than solely on short-term financial performance.

Question 10

What leadership approach is emphasized in great companies, according to the information provided?

Answer 10

Purpose-driven leadership is emphasized, with a commitment to serving broader societal needs.

Question 11

What kind of culture is fostered in great companies, encouraging risk-taking and adaptability?

Answer 11

A culture of experimentation and learning is fostered in great companies, encouraging risk-taking and adaptability.

Question 12

How do great companies view the relationship between economic success and social responsibility?

Answer 12

Great companies recognize the interconnectedness of economic success and social responsibility, viewing them as mutually reinforcing rather than conflicting objectives.

Question 14

What is the key concept in the article for aligning business strategies with societal needs and environmental sustainability? (Moss Kanter)

Answer 14

The article emphasizes the creation of shared value by aligning business strategies with societal needs and environmental sustainability.

Question 15

How does conceiving of the firm as a social institution serve as a buffer against uncertainty and change?

Answer 15

Conceiving of the firm as a social institution provides corporations with a coherent identity, serving as a buffer against uncertainty and change.

Question 16

Why does thinking of the firm as a social institution generate a long-term perspective?

Answer 16

Thinking of the firm as a social institution generates a long-term perspective that can justify any short-term financial sacrifices required to achieve the corporate purpose and endure over time.

Question 17

How do great companies treat their employees, according to the information? (Moss Kanter)

Answer 17

Great companies are more likely to treat employees as self-determining professionals who coordinate and integrate activities by self-organizing and generating new ideas.