Journal ArticleDOI
Managing the co-created brand: Value and cultural complementarity in online and offline multi‐stakeholder ecosystems
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In this paper, the authors consider the impact of the complex ecosystems that lie behind both the brand and its stakeholders in order to create synergistic outcomes, and they find that successful co-creation outcomes are dependent on value and cultural complementarities, but that these outcomes can be jeopardized when there are not also complementary cultures in the process of direct firm-stakeholder interaction.About:
This article is published in Journal of Business Research.The article was published on 2013-09-01. It has received 181 citations till now. The article focuses on the topics: Stakeholder analysis & Brand management.read more
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Brand value co-creation in a digitalized world: An integrative framework and research implications
Venkat Ramaswamy,Kerimcan Ozcan +1 more
TL;DR: In this paper, the authors present an integrative framework of brand value co-creation with theoretical underpinnings in joint agencial experiencial creation of the brand value.
Journal ArticleDOI
Network management in the era of ecosystems: Systematic review and management framework
TL;DR: In this article, a systematic review analyzes the usage of the ecosystem concept in B2B journals and its implications for network management and suggests a revised network management framework, where the implications of utilizing an ecosystem layer for the analysis, as well as using the ecosystem as a perspective in the management of business and innovation networks.
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The Psychological Mechanism of Brand Co-creation Engagement
Sara H. Hsieh,Aihwa Chang +1 more
TL;DR: Zhang et al. as discussed by the authors proposed an integrative framework for synthesizing the perceived psychological benefits and distinctive motivations in the brand co-creation process and found that brand self-connection and three perceived benefits of brand cocreation tasks (autonomy, competence, and relatedness) facilitate consumer motivations to participate in brand Co-creation campaigns.
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Motives and resources for value co-creation in a multi-stakeholder ecosystem: A managerial perspective
TL;DR: In this paper, the authors explore the motives and resources for value co-creation within a multi-stakeholder ecosystem using a case study research design, and find that key motivations to participate in such multi-Stakeholder value-co-creation are reputation enhancement, experimentation, and relationship building.
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Social Media Interaction, the University Brand and Recruitment Performance
TL;DR: In this paper, the authors provide evidence from research into social media related branding activity and consider the impact of this activity, in particular social media interaction and social media validation, on student recruitment.
References
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Book
Strategic Management: A Stakeholder Approach
TL;DR: The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive as mentioned in this paper.
Book
Organizational Culture and Leadership
TL;DR: A review of the book "Organizational Culture and Leadership" by Edgar H. Schein is given in this article, where the authors present a review of their approach to organizational culture and leadership.
Journal ArticleDOI
Evolving to a New Dominant Logic for Marketing
Stephen L. Vargo,Robert F. Lusch +1 more
TL;DR: The authors argue that service provision rather than goods is fundamental to economic exchange and argue that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision is fundamental for economic exchange.
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The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage
Jeffrey H. Dyer,Harbir Singh +1 more
TL;DR: In this paper, the authors argue that an increasingly important unit of analysis for understanding competitive advantage is the relationship between firms and identify four potential sources of interorganizational competitive advantage: relation-specific assets, knowledge-sharing routines, complementary resources/capabilities, and effective governance.