The cultural side of value creation

Ravasi, Davide; Rindova, Violina P.; Dalpiaz, Elena

doi:10.1177/1476127012452824

Cited by 40 publications

(31 citation statements)

References 24 publications

(27 reference statements)

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“…Conventional wisdom in marketing holds that the attachment of symbolic meaning to a firm's products opens up more opportunities to charge premium prices by increasing customers' willingness to pay and product differentiation (Belk, ; Ravasi et al , ). However, experimental behavioral economics and consumer behavior research note that customers' reactions to product prices reflect behavioral aspects, such as perceptions and preferences.…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

“…A line of argument suggests that companies engage in social causes to establish trustworthy relationships with customers who care about the supported values (Barnett, ; Jones, ). These investments create positive attributions that ultimately could be translated into premium prices (Ravasi, Rindova, and Dalpiaz, ). We argue that there is a limitation to this strategy; charging higher prices concomitant with investments in social values can actually backfire, by diminishing the positive effect the firm achieves by supporting social values.…”

Section: Introductionmentioning

confidence: 99%

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Walking a slippery line: Investments in social values and product longevity

Fosfuri

Giarratana

Roca

2014

Strategic Management Journal

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Corporate sponsorship of events that support social values (e.g., human rights) help firms infuse their products with symbolic meaning, prolonging their life cycle. Yet, higher product prices might spark perceptions that the firm invests in social values for calculative or opportunistic motives, in which case event sponsorship is unlikely to deliver the expected benefits in the form of product longevity. This study explores this potential tension empirically, using data related to sponsored social events, entry prices, and product longevity for a U.S. cosmetics producer. Copyright © 2014 John Wiley & Sons, Ltd.

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Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Walking a slippery line: Investments in social values and product longevity

Fosfuri

Giarratana

Roca

2014

Strategic Management Journal

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“…2. Both methods of engagement can take account of cultural goods as required by Ravasi et al (2012).…”

Section: Acknowledgementsmentioning

confidence: 99%

Business models: A challenging agenda

Baden‐Fuller

Mangematin

2013

Strategic Organization

372

270

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Most research on business models lies in the literature on strategy and competitive advantage and focuses on their role as descriptors of actual phenomenon, often by reference to taxonomic categories. In this article, we explore how business models can be seen as a set of cognitive configurations that can be manipulable in the minds of managers (and academics). By proposing a typology of business models that emphasizes the connecting of traditional value chain descriptors with how customers are identified and satisfied, and how the firm monetizes its value, we explore how business model configurations can extend current work on cognitive categorization and open up new possibilities for organization research.

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“…In particular, innovation related to products or processes can be categorized in the following three types (Ravasi et al 2012;Verganti 2008):…”

Section: Business Model and Voluntary Disclosurementioning

confidence: 99%

Business model in IPO prospectuses: insights from Italian Innovation Companies

Bagnoli

Redigolo

2015

J Manag Gov

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How do companies to be listed deal with the voluntary disclosure of their business model? Is it true that firms with greater intellectual capital resources and technological innovation endowments are less prone to full disclosure? This paper aims to examine the choices of voluntary disclosure of the business model made by three Italian manufacturing companies in initial public offering prospectuses. The objective is to explore whether any differences exist and may be related to the type of innovation underlying the firms' business model. A series of interviews with the top management allows to deeply understand the business model of each company. A content analysis allows to measure the level of disclosure and identify the strategic concepts of the business model and their relevance. The study provides evidence that companies with a business model based on technology-push and design-driven innovation have a lower propensity to the full disclosure of their intangible resources, particularly of those based on knowledge as some could be also invisible. The paper contributes to the ongoing debate on the role of business and financial reporting.

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The cultural side of value creation

Abstract: The question of how organizations create value has become a central question for understanding inter-firm competition and performance differentials (e.g.

Cited by 40 publications

References 24 publications

Walking a slippery line: Investments in social values and product longevity

Walking a slippery line: Investments in social values and product longevity

Business models: A challenging agenda

Business model in IPO prospectuses: insights from Italian Innovation Companies

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