Bridging creation of shared value and value co-creation: Managers insights from the agricultural sector

Abstract

Companies have recognized that a profit-oriented approach is not sustainable from an operational, strategic, or reputational perspective. Consequently, creation of shared value (CSV) has emerged as an alternative approach that entails aligning profitability with social progress within the business strategy. However, this purpose is frequently constrained by limited resources and managers' lack of knowledge. In response, value co-creation (VCC)—as a collaborative value creation process—has gained relevance for strengthening CSV aims within B2B stakeholder relationships. Drawing on qualitative research grounded in multiple case studies, we conducted 12 interviews with agricultural company managers to examine their perceptions of CSV and VCC. Through content analysis, we investigated how CSV and VCC interact in B2B inter-firm settings, shedding light on the mechanisms that shape their development and execution, the underlying relationship configurations, failure and success drivers, and the contextual boundaries influencing these processes. Our findings underscore the relevance of CSV-VCC mutual interaction in continuous value creation cycles. We also identified several emerging relationship types and observed contingencies regarding firm size, number of stakeholders, inter-firm formalisation, and tensions between profit and social progress. Accordingly, this study offers a novel perspective bridging CSV and VCC and provides actionable insights for scholars, policymakers, and business leaders.