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Value creation and value appropriation are fundamental strategic processes. Both can be analyzed at the level of the individual manager, an organization or at the systemic level. On the organizational level, empirical research so far has put strong emphasis on aspects of value creation, while value appropriation has received less attention. We analyze value appropriation through the organizational implementation of pricing processes in the context of formalization, specialization, centralization, dispersion of influence, and top-management involvement in firms' pricing organization. Through a large-scale exploratory study of 419 European companies in the B2B area, we identify five empirical organizational configurations of pricing organization for value appropriation. Testing the effects of pricing configurations relating to pricing performance as well as overall firm performance reveals that more systematic approaches to pricing organization significantly improve value appropriation outcomes. Opposed Reviewers: Response to Reviewers: Reviewer #1: A very well written and interesting paper based on an extensive review of the literature to synthesize into a comprehensive conceptual framework tested in a large scale survey to generate clusters to then test for performance of different organizational approaches to pricing. The only comment I have is that in reporting the results the authors describe the performance levels of the different clusters but do not give the data on performance outcomes. The results section in general should in my view select data to support the interpretation.-> Response to reviewer comment 1: Dear reviewer, thank you very much for your positive feedback on our manuscript. We fully acknowledge that including actual data in the results section facilitates reading and comparing these results and, thus, improves the manuscript. Hence, we have inserted the numbers of our results as an addition to the verbal formulations, both for the description of clusters and in the discussion of performance outcomes.