Abstract

This paper examines the way that one organisation creates shared value for the community that it serves. Shared value has been defined as ‘policies and operating practices that enhance the competitiveness of a company whiles simultaneously advancing the economic and social condistions in the communities in which it operates’ (Porter 2011). The paper applies a case study approach to a local cooperative organisation – Lincolnshire Co-op Society (Lcoop) that serves a wide and dispersed population in Lincolnshire and areas of East Nottinghamshire. The paper will consider the different approaches that a local retail cooperative adopts contrasts this to the standard investor owned firm (IOF) model and will draw conclusions as to the benefits of the co-operative model . It takes to form of a case study and the investigation is via an exploratory study designed to reveal context and information regarding the way that Lincolnshire Co-operative creates shared value amongst its stakeholders and how it adds value to its members, customers, staff and supply chain. The approach follows he method outlines in Hingley (2010) and Stake (1995) and can be seen as a clearly typical case of this type (Yin 2003). The case is built using a series of interviews of staff ranging from the Senior Management Team to customer service operatives in stores through the county. The interviews follow a semi structured format and a range of themes and emergent categories have been identified that give insight into the underpinning values of Lcoop.