Corporate social responsibility (CSR) is simply the maximization of a companys value over time, undertaken because, in the long run, social and environmental problems ultimately become financial problems. The justification for CSR is therefore associated with representing the nature and role of the company, as well as its purpose. Companies therefore regard CSR as a strategic investment that is part of a proactive, resilient, inclusive approach, based on the creation of shared value. This approach is capable of reducing negative societal impacts of their activities, or inducing positive impacts if they sustain a hybrid culture, all the while improving their competitive advantage. This book presents a theoretical development that analyzes the challenges of CSR strategies based on the creation of shared value. Two case studies are presented, analyzing the different forms of social innovation strategies capable of inducing this shared value creation.

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Most of the papers in this volume focus on innovation strategies. Others on organization, communication and education, discuss preconditions of innovation which, of course, are also of a strategic character. The work focuses more on general principles and philosophical considerations than on techniques. The increase in interdisciplinary relations with other fields of research has been a determining factor in specific methods receding into the background. The volume presents papers in the academic, scientific and research fields as well as contributions related to practical implementation within the field of innovation management. Discussion results and fields of future research are summarized. The work will be of interest to experts and managers in the field of management technology and innovation practice, as well as scientists and students involved in the field of innovation research.

Research Paper (undergraduate) from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: 84 % (1,0), University of Exeter (Business School), language: English, abstract: 1. Introduction Nintendo, the Japanese video game console manufacturing company, is one of the big players in the respective industry along with Sony and Microsoft. In 2006, when the competitors were following the industry norm to improve the product features, Nintendo followed a disruptive route to target a new market with a new product that none of the competitors had: the Wii. The following report strives to present a comprehensive strategic analysis of Nintendo for the executive board. Beginning with an analysis of Nintendo's current strategy, the report evaluates the strategy in terms of its fit with the environment. Finally, the report presents some recommendations and implementation issues that the board needs to consider while making its decision. 2. Strategy Analysis The strategic analysis of Nintendo has been conducted at the corporate level along with the Blue Ocean Strategy that played a key role in the formulation of its disruptive strategy. 2.1 Corporate Level Strategy At the corporate level, Nintendo is following an Innovation Strategy that has played an important role in building its competitive advantage. Figure 1 shows an analysis of Nintendo's innovation strategy through the framework of the Innovation Dilemma (Johnson et al., 2008). The analysis of Nintendo's innovation strategy indicates that it used an innovative business model i.e. to position itself completely different from its competitors andquestioned how people actually want to play through its in depth customer understanding (Pontiskoski and Asakawa, 2009). Secondly, Nintendo used a technological push i.e. to target an untapped or incomplete market of gamers, as it had to convince the non-gamer adult to play on a Nintendo platform. Through its largest advertising campaign

This guide lists approximately 3,500 books -- recent titles of general interest to the business reader that Harvard Business School faculty, researchers, and students consider central to their work. Revised and updated annually, it includes the full bibliographic record for each book and features an appendix of publishers' addresses as well as indexes by title, author, core classics, and notable books.

With reference to India.

This text offers a critical oveview of underlying theory in this field, as well as a range of relevant examples from a global perspective. It places knowledge management in the context of an emerging global economy.

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