From Corporate Social Responsibility (CSR) to Creating Shared Value (CSV): Case Study of Mobarakeh Steel Company

Purpose: This case study aims to explain the CSR practices in Mobarakeh Steel Company and examine its transformation process from practicing corporate social responsibility to creating shared value. Design/methodology/approach: Through document reviews, observations, and discussions with managers and employees at Mobarakeh Steel Company (MSC), the required data for the current study was obtained. Findings: The CSR evolution in the four major periods in the Mobarakeh Steel Company’s history were illustrated followed by the discussion on how the company transformed towards creating shared value. Research limitations/implications: This paper is limited to the study of a single case company. Despite examining a single corporation, given the size and significance of the investigated corporation, findings provide helpful insights to managers and corporate leaders of manufacturing industries. Recommendations for managers and corporate leaders on CSR implementation are provided in the paper. Practical implications: Since this paper illustrates on the implementation of CSR by a giant industry from Middle East and its transformation process from corporate social responsibility to shared value creation, it can provide benchmarking insights for managers, corporate leaders and chief executive officers. Social implications: As corporate social responsibility addresses the community well-being, studies of this nature can guide more companies on how to engage in social responsibility which can ultimately benefit the society. Originality/value: Studies of corporate social responsibility in an Iranian context are limited. Moreover, this is among the first studies of its kind to address the CSR implementation and transformation process in a giant manufacturing industry of Iran.