체험마케팅(Experiential Marketing)의 오해와 진실

This article presents a review of the book “Organizations: Rational, Natural and Open Systems,” by W.R. Scott.

Organizations: Rational, Natural and Open Systems

Much of the prior research on interorganizational learning has focused on the role of absorptive capacity, a firm's ability to value, assimilate, and utilize new external knowledge. However, this definition of the construct suggests that a firm has an equal capacity to learn from all other organizations. We reconceptualize the firm-level construct absorptive capacity as a learning dyad-level construct, relative absorptive capacity. One firm's ability to learn from another firm is argued to depend on the similarity of both firms' (1) knowledge bases, (2) organizational structures and compensation policies, and (3) dominant logics. We then test the model using a sample of pharmaceutical–biotechnology R&D alliances. As predicted, the similarity of the partners' basic knowledge, lower management formalization, research centralization, compensation practices, and research communities were positively related to interorganizational learning. The relative absorptive capacity measures are also shown to have greater explanatory power than the established measure of absorptive capacity, R&D spending. © 1998 John Wiley & Sons, Ltd.

Relative absorptive capacity and interorganizational learning

Switzerland has an unusual position on assisted suicide: it is legally condoned and can be performed by non-physicians. Euthanasia is illegal, but there is a debate about decriminalisation that also discusses participation by non-physicians

Assisted Suicide and Euthanasia in Switzerland: Allowing a Role for Non-Physicians. (Abstracts)

The impact of the Covid-19 pandemic on customer experience design: The hotel managers’ perspective

Understanding social entrepreneurship: A cultural perspective in business research

This paper explores the dimensions and triggers of memorable tourism experiences (MTEs) from the service provider perspective. Specifically, it focuses on MTEs offered by tourism social enterprises (TSEs) in Italian tourist destinations that are growing in popularity.,This study adopted a qualitative approach using Gioia methodology. After a preliminary email survey, data were collected from Italian TSEs using semi-structured interviews.,MTE dimensions include hedonism, novelty, refreshment, local culture, meaningfulness, knowledge, involvement, surprise and servicescape, while its triggers relate to TSE characteristics – value proposition (authenticity and unconventionality), value constellation (relationships with local communities and public and private institutions) and social and economic profit (generation of revenue, strengthening of business and new employment opportunities). Using these results, this study proposes a model for TSEs to create MTEs.,This study advances the MTE research in relation to TSEs, a specific category of tourism company that plays an essential role in contemporary tourism.,This study makes recommendations to TSE managers on how to create and effectively manage MTEs to ensure survival and competition in the global market.,This analysis highlights that TSEs contribute to improving the social conditions of little-known areas through the development of inclusive social projects and the creation of new job opportunities.,To the best of the authors' knowledge, this is the first study to examine MTEs from the TSE service provider perspective.

Dimensions and triggers of memorable tourism experiences: evidence from Italian social enterprises

Purpose




The purpose of this paper is to identify the key factors for successful creation of social value using the social business model (SBM) as an explanatory framework.




Design/methodology/approach




This study follows the Krippendorff and Gioia’s methodology seeking the rigor while examining the selected case study – a social cooperative named La Paranza, in the city of Naples in the south of Italy. In doing so, the SBM canvas is used to present the research’s results in a systematic way.




Findings




The existence of a strong “identity” with the local context, the “enthusiasm and the wish to change things”, the presence of a “visionary”, acting as an orchestrator and the ability to provide for responses to the local needs were identified as key factors in the successful creation of social value in the examined case.




Research limitations/implications




The main research limits stem from the single case study methodology approach, which embodies the researchers’ subjectivity. A comparative study based on the collection of multiple successful case studies is therefore suggested to develop a generalization of the key drivers underlying the process of social value creation.




Originality/value




The study’s originality results from its use of the SBM framework in presenting a successful example of social value creation. The examined empirical evidence is also original in itself, mainly because of its inner uniqueness as a new and innovative formula: this allows an in-depth investigation and the inspiration for new ideas in the ground of SBM and, in a broader sense, in the field of social innovation and social value creation.

Creating social value through entrepreneurship: the social business model of La Paranza

Both scholars and practitioners have paid little attention to the social innovation issue at for-profit firm’s level. This is particularly true with reference to the role that culture and cultural diversities may have in shaping firms’ orientation toward Corporate Social Innovation (CSI). According to the underlined observation, this paper aims to fill the existing research gap about the topic. Through an inductive approach, an extensive literary review about the cultural drivers of innovation and Corporate Social Responsibility (CSR) has been carried to gain a wide understanding of CSI. Hofstede’s cultural model has been, then, used to interpret the cultural insights of CSI in two geographical and psychological distant countries, namely Italy and Iran. This cross-cultural comparison will allow both academics and practitioners to recognize culture as key driver of firms’ propensity to adopt social innovative practices.

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Cultural insights of CSI: how do Italian and Iranian firms differ?

The aim of this chapter is to explore the use of Cross –Border Communities of Practice (CCoP) as way for managing knowledge in a global socio-economic environment, mainly referring to the rising economies. In doing so, some important issues related to cross-border knowledge transfer have been investigated, taking into account the impact that cultural diversities have on individuals’ propensity to cooperate, as well as on their attitude to transfer and to share knowledge. The Authors explain the role that Global Managers have as “cultural bridges” in multicultural teams, thus enabling the last ones’ transformation into a CCoP. With reference to both the opportunities and challenges that characterize the rising economies, CCoP arises as the best suitable way to transfer knowledge at international level, when firms from developed countries encounter firms from emerging countries.

Rossella Canestrino

Papers

Understanding social entrepreneurship: A cultural perspective in business research

Dimensions and triggers of memorable tourism experiences: evidence from Italian social enterprises

Creating social value through entrepreneurship: the social business model of La Paranza

Cultural insights of CSI: how do Italian and Iranian firms differ?

Transferring Knowledge through Cross-Border Communities of Practice