ABSTRACT
This chapter investigates the multifaceted nature of creating shared value (CSV) approach in the emerging markets’ multinational corporations (EMNCs), and its conceptual differences with the Western multinational corporations (MNCs). Based on a concise literature review, the multifaceted nature of CSV projects in the emerging markets are discussed. The analysis proposes a conceptual model, based on the specific business environment of the particular emerging economies (i.e. the BRICS countries) to accentuate a bottom-up approach of integrating CSV in the emerging markets’ MNCs, centered on a soft competitiveness strategy. The insights of this study equip practitioners to explain the differences in value co-creation motivation and principles in emerging markets, and also outline the reasons why EMNCs might be more successful in creating shared value for business and society, in comparison to many Western MNCs. This conceptual model could assist for a better integration with the local bottom-up approach to fit MNCs activities to emerging markets’ needs. However, many previous studies examined top-down strategies of Western MNCs bringing their values to the emerging markets, and relevant motivation and effects of the well-known MNCs entry-strategies; this study contributes to the gap in understanding possible effects of the EMNCs on the emerging markets through its institutional, cross-cultural and value context.
