Abstract
This paper examines the home-based creating shared value (CSV) projects of two multinational corporations (MNCs), and three small and medium-sized enterprises (SMEs). One CSV project was examined in each firm. Based on qualitative case studies, we developed two bricolage-based models to represent different motives, different processes of resource acquisition, and different processes of resource utilization when implementing CSV. For the MNCs, both based in Hong Kong, institutional advocacy and recognition provided encouragement to engage in CSV. Internal resource slack underpinned their ability to implement their respective CSV projects by repurposing internal resources or infusing them with purpose. By contrast, the SMEs, two from Pakistan and one from Hong Kong, found it necessary to adopt collective bricolage for their respective CSV projects, involving repurposing external human resources while drawing on donations or grants and enlisting the collaboration of benevolent external experts or giants. Interviewees indicated that all the focal CSV projects were distinguishable from corporate social responsibility (CSR) projects, in that the former (but not the latter) were designed to create economic revenue for the respective focal firms, while concurrently generating social/environmental benefits. Most of the CSV projects were reported to have created significant economic value for external beneficiaries.
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