The role of leadership in shared value creation from the public’s perspective: A multi-continental study |
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| Affiliation: | 1. Hong Kong Baptist University, Hong Kong;2. Massey University, New Zealand;3. University of South Carolina, USA;4. University of Leipzig, Germany;5. University of Miami, USA;6. Edelman, USA;1. Department of Communication, North Carolina State University, Raleigh, NC, 27695, United States;2. School of Journalism & Media Studies, San Diego State University, San Diego, CA, 92182-4561, United States;3. School of Journalism and Communication, Tsinghua University, 119 Omnicom Building, Beijing, 100084, China;1. School of Communication/Digital Media Research Centre, Queensland University of Technology, Australia;2. Business School, University of Queensland, Australia;1. Department of Communication, FHWien der WKW University of Applied Sciences for Management & Communication, Waehringer Guertel 97, 1180, Vienna, Austria;2. School of AMPR, Queensland University of Technology, 2 George Street, Brisbane, 4000, Queensland, Australia;1. Department of Mass Communication, Advertising, and Public Relations, College of Communication, Boston University, 640 Commonwealth Avenue, Boston, MA, 02215, USA;2. Brian Lamb School of Communication, Purdue University, Beering Hall, Room 2114, 100 North University Street, West Lafayette, IN, 47907, USA;3. Department of Communication and Theatre, Emporia State University, 1 Kellogg Circle, Campus Box 4033, Emporia, KS, 66801, USA |
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| Abstract: | Porter and Kramer’s concept of creating shared value (CSV) has been welcomed as an approach to corporate social responsibility (CSR) among corporations that also provides a practical opportunity for dialogue in public relations, but it has been little examined from the general population’s (i.e., the public’s) perspective. Such scrutiny is important because its findings enable public relations to contribute to the debate and development of CSV from both the public’s and the organization’s viewpoints. Additionally, if public relations professionals understand how the public perceives CSV, they can give a strategic perspective to top management for maximizing moral capabilities of the business and formulate effective communication to promote CSV initiatives. This study investigates whether the public prefers corporations to practice CSV as opposed to intrinsic CSR as a separate pursuit from business interests. It also explores the role of leadership as an influential and ethical construct in implementing effective CSV as perceived by the public. The public’s preference for CSV over intrinsic CSR was revealed in a survey of 1784 participants in the United States (US), Germany, and China. Factor analysis results further suggested that effective CSV competencies of CEOs were construed as a unidimensional concept in the US, but German and Chinese participants viewed it as two-dimensional. The public perceived that leaders’ moral character played a more important, core role in effective CSV than did altruistic and behavioral attributes, across nations. Network analysis of the perceived effective CSV-characteristics provides further implications for CSV communication. |
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| Keywords: | Corporate social responsibility (CSR) Creating shared value (CSV) Leadership CEO characteristics Comparative study |
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