Author(s): Ongayi Wadesango
This desktop review explores how shared value can be measured through collaboration with stakeholders, particularly focusing on social and environmental value creation in South African JSE-listed companies. Drawing on literature from Porter and Kramer (2011), this study examines the argument that stakeholder relationships are fundamental to sustainable performance and that qualitative engagement serves as a key measurement tool. Traditionally, companies focused on financial returns, often neglecting the voices of stakeholders such as civil society and environmental groups. However, as stakeholder pressure has increased, businesses have begun integrating collaborative practices into their strategies. This paper highlights frameworks for stakeholder identification, including classifications based on power, legitimacy, urgency, and influence. A focal point is Porter’s qualitative measurement model, which outlines engagement and collaboration as central instruments for assessing sustainability, shared value, and reputation. By synthesizing existing studies, the paper advocates for the adoption of tailored, context-specific collaboration strategies. The findings reveal that companies that disregard stakeholder concerns risk reputational damage, financial loss, and regulatory backlash. Effective collaboration, therefore, is not just ethical but strategic. This study concludes that stakeholder engagement must be viewed as a measurable and critical input to organisational success and sustainability.