Conceptualise the model of creating shared value, organisational performance and the mediating role of change management

Abstract

Orientation: This research conceptualised the effect of implementing creating shared value concept on organisational performance for the companies in the oil and gas sector in United Arab Emirates (UAE) and introduced the role of change management as mediating factor.

Research purpose: The research aims to illustrate the influence of applying creating shared value (CSV) strategies on corporate organisational performance and craft the impact of change management practices on these organisations.

Motivation for the study: This study was carried out after spotting the gap and inconsistency pattern in academic literature for the concept of adopting creating shared value as ecological and practical strategies to tackle the unprecedented challenges in the oil and gas sector after unprecedented crisis occurred.

Research approach/design and method: The study adopted conceptual analysis as theoretical research methodology that focused on examining and clarifying the definitions, meanings and utilisation of study key variables within a certain field, hence it aimed to ensure the consistent and accurate application of these concepts.

Main findings: This study successfully conceptualised the effect of CSV on organisational performance (OP). In addition, this study conceptualised the role of organisational change management (OCM) as a mediating variable on the relationship between CSV and organisational financial performance.

Practical/managerial implications: This research crafted the dynamic flow chart for the variables that affect the organisational performance in the oil sector that led to enriching the understanding and prospects of managers and executives to utilise that model among their organisations.

Contribution/value-add: This is the first study to enhance the perceptions of factors that influence corporate performance, especially among oil and gas companies in the UAE.