A Process for Co-Creating Shared Value with the Crowd: Tourism Case Studies from a Regional Innovation System in Western Switzerland

Grèzes, Vincent; Lehmann, Béatrice Girod; Schnyder, Marc; Perruchoud, Antoine

doi:10.22215/timreview/1033

Cited by 6 publications

(1 citation statement)

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“…Despite the recognized collaborative potential of CSV (Lee et al , 2014; Berti and Mulligan, 2016; Grèzes et al , 2016; Serra et al , 2017; Alberti and Belfanti, 2019; Collazzo Yelpo and Kubelka, 2019), to date, the literature reconciling CSV and clusters is relatively scarce. It is mostly focused on the benefits SMEs obtain from clustering, because they tend to outperform large firms in the case of CSV related to local cluster development and stakeholder projects (Corazza et al , 2017), and they particularly benefit from CSV as a differentiation strategy (Schmitt and Renken, 2012).…”

Section: Cluster Management Organizations and Creating Shared Valuementioning

confidence: 99%

Collective shared value creation as emergent strategy for cluster management organizations

Grimbert,

Wilson,

Amores Bravo

et al. 2024

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Purpose Cluster management organizations (CMOs) have emerged over the past few decades as intermediaries that support the competitiveness of place-based clusters of economic activity. Despite their economic origins, policymakers are now starting to experiment with a broader use for cluster policies that seeks to leverage CMOs to tackle societal challenges in approaches aligned with the concept of creating shared value (CSV). However, there remains a void in conceptual understanding around the specific roles that CMOs might play in overcoming the barriers faced by their members for CSV, which this paper aims to address. Bridging this gap presents an opportunity for cluster practitioners and policymakers in a context in which environmental and social sustainability are at the top of policy agendas. Design/methodology/approach Based on analysis of literature around collaborative approaches to CSV for mitigating transaction costs, the authors define the contours of a new conceptual framework for the roles that CMOs can play in fostering collective CSV. The authors illustrate how the different components of the framework are reflected in emerging cluster practice in the context of a new wave of European cluster-based projects tackling CSV elements. Findings The resulting framework reconciles the concepts of clusters and CSV by explicitly positioning CMOs as intermediaries for facilitating the CSV strategies of their members. CMOs embrace emergent strategy making that targets (tangible and intangible) collective CSV capabilities and addresses collective CSV challenges. Collective CSV can provide a theoretical anchor guiding future cluster policies to fully leverage the transformative potential of CMOs. This conceptual framework opens a promising empirical research agenda, particularly around evaluating the plurality of impacts of CMOs. Originality/value By stressing the social impact of CMOs alongside their well-understood economic impacts, and by enabling a categorization of functions that can support the monitoring of CMO activities toward collective CSV strategies, the framework provides a novel basis for inspiring further empirical research into the evidencing of these roles.

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