CSR to CSV Transformation: Literature Insights and Sectoral Experiences in Sustainable Institutional Legitimacy

Abstract

This study critically examines the strategic transition in management thought from Corporate Social Responsibility (CSR) to Creating Shared Value (CSV), positioning the latter as a dynamic framework for sustainable institutional performance. Through an analytical review of literature and sectoral experiences across food, pharmaceuticals, banking, tourism, energy, and waste management, the research clarifies conceptual boundaries and highlights CSV’s potential to transform societal challenges into sources of innovation and competitive advantage. The findings reveal that CSV thrives when embedded within “value ecosystems” supported by industrial clusters, human capital, and enabling technologies such as Artificial Intelligence. However, the study also identifies critical limitations, including societal selectivity, measurement difficulties, and risks of soft privatization of public responsibilities. By integrating theoretical insights with empirical evidence, the research contributes to bridging conceptual confusion between CSR and CSV, while offering a roadmap for policymakers and academics to reform governance models, adopt hybrid performance metrics, and design legislative frameworks that balance shareholder interests with societal rights. Ultimately, the study argues that sustainable competitiveness and institutional legitimacy depend on embedding social purpose into the innovation architecture of business models, thereby advancing the humanization of the economy and fostering resilient institutions capable of achieving shared prosperity.