Abstract
The value proposition of the firm to its market is not merely the result of “value extraction” across the world, by exploiting local resources and capabilities, but for a growing number of firms is a blend of value and values proposition, based on socially responsive behaviour. A values chain shift the emphasis from the practice of corporate social responsibility to the one of network social responsibility. Coordination of the network value chain is not just a matter of improving business performance, but it turns into a strategic matter of guaranteeing to final customers the respect of their expectations, including social responsibility issues.
Highlights
The aim of creating value characterises different businesses across the world and one of the most commonly adopted means of boosting value creation in international competitive environments is represented by the value chain management at a global level
The value proposition of the firm to its market is not merely the result of “value extraction” across the world, by exploiting local resources and capabilities, but for a growing number of firms is a blend of value and values proposition, based on socially responsive behaviour
A value chain shifts the emphasis from the practice of corporate social responsibility to the one of network social responsibility (NSR)
Summary
The aim of creating value characterises different businesses across the world and one of the most commonly adopted means of boosting value creation in international competitive environments is represented by the value chain management at a global level. It is widely recognised that economic action takes place more and more through business network, but the issue of social responsibility is still mainly treated at the corporate level and rarely at the network one (McGuire, Sundgren, Schneeweis, 1988; Wheeler, Colbert, Freeman, 2003) This approach should not be viewed by firms as an additional cost/limit to action, imposed by external and internal constraints (consumers, opinion movements, trade unions, political parties, etc) but as an opportunity to deliver appealing value propositions to the market, where “value for money” issues are integrated with “value for values” ones and as an opportunity for the entire organisation to share company’s values
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