Exploring Shared Value Creation and Innovation: A Learning Journal

This learning journal delves into the concepts of shared value creation and innovation within a business context. It begins by outlining the importance of gaining a competitive advantage, achieved through either cost efficiency or differentiation. The journal then explores how businesses are increasingly turning to corporate social responsibility (CSR) to differentiate themselves and create value beyond mere profit. By engaging in activities that benefit both the company and society, organizations can build a stronger brand image and attract customers who value ethical practices. The journal references key works on shared value and sustainable business to support its reflections on the evolving role of CSR in modern business strategy. Desklib offers a wealth of resources for students seeking to further explore these topics, including solved assignments and past papers.

Running Head: LEARNING JOURNAL SESSION 6
LEARNING JOURNAL SESSION 6
Name
Institutional Affiliation

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LEARNING JOURNAL SESSION 6
Questions for brainstorming
1. What is the topic of this session?
2. What are the key points of Shared value creation and innovation?
3. What do I seek to learn from this session of Shared value creation and innovation?
4. What all do I need to read up to achieve my goal in learning Shared value creation
and innovation relationship?
5. How can I use it for myself in the future?
Learnings
To make a business emerge, one needs an upper hand. An organisation with an upper
hand emerges to purchasers and is in a more ideal position than different organisations in a
similar industry. There are heaps of various ways for an organisation to pick up an upper
hand, yet most organisations do it through correlation or separation.
A relatively favourable position happens when an organisation can create items more
proficiently or at a lower cost than its rivals. A differential favourable position is made when
an organisation's item is seen as various, or better than a contending organisation's items. For
instance, consider non-exclusive prescription versus brand name drug. Conventional
medications frequently have a near favourable position since they are less expensive than
brand name drugs. In any case, brand name medicates ordinarily have a differential preferred
standpoint on the grounds that numerous customers accept that brand name drugs are better in
quality than conventional medications (Bocken, Rana & Short, 2015).
One can comprehend that the evolving business needs an upper hand, so they choose to
attempt to separate their item by rehearsing corporate social duty (CSR). Corporate social
duty is a term used to depict the activities an organisation takes to control its tasks and

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assume liability for the organisation's effect on condition and society (Pfitzer, Bockstette &
Stamp, 2013).
CSR is a sort of self-guideline that goes well beyond the standards set by an
administration office to direct an industry. An organisation has chosen to make its envelopes
from 100% reused materials despite the fact that there is no administration guideline that
requires it. When we are participating in corporate social duty to help society by diminishing
the effect our organisation and item has on the earth. This gives us a differential preferred
standpoint over the rival (Porter & Kramer, 2019).
Organisations working in the present time are paying attention to corporate social duty
significantly more than they did before. One explanation behind this is the reasonable
connection among CSR and the upper hand.

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References
Bocken, N. M. P., Rana, P., & Short, S. W. (2015). Value mapping for sustainable business
thinking. Journal of Industrial and Production Engineering, 32(1), 67-81 Retrieved from
https://www.tandfonline.com/doi/abs/10.1080/21681015.2014.1000399
Pfitzer, M., Bockstette, V., & Stamp, M. (2013). Innovating for shared value. Harvard
Business Review, 91(9), 100-107 [Print]
Porter, M. E., & Kramer, M. R. (2019). Creating shared value. In Managing sustainable
business (pp. 323-346). Springer, Dordrecht Retrieved from
http://www.nuovavista.com/SharedValuePorterHarvardBusinessReview.PDF