Crisis Management in Creating Shared Value: Effects of Good Governance, Social Responsibility and Reputation

Abstract

Shared value creation emerges as a multidimensional construct characterized by an intricate network of interrelated factors that redefine its operational and strategic practices, consolidating as an integral paradigm oriented towards the optimization of sustainable organizational development. Within this conceptual framework, crisis management emerges as a strategic vector that catalyzes shared value, grounded in dynamic response capabilities and their multiplier effects across the stakeholder ecosystem, through the synergistic integration of corporate governance, corporate social responsibility, and reputational capital. The research, conducted across 101 organizations with documented post-pandemic crisis management experience, implemented a quantitative methodology with a predictive approach through variance-based structural equation modeling (PLS-SEM), evidencing a statistically significant relationship between crisis management and shared value generation within the stakeholder ecosystem. The findings validate the strategic relevance of crisis management in shared value architecture, demonstrating positive effects on organizational performance, relational capital, and strategic resilience, suggesting that organizations can capitalize on disruptions as catalysts for innovation, develop resilient dynamic capabilities, and strengthen their strategic positioning, facilitating not only organizational survival in adverse contexts but also catalyzing strategic transformations that enhance sustainable development across long-term temporal horizons.