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Purpose From literature, an uncovered issue around the customer-based brand equity (CBBE) is detected: the influence of sensorial preferences on the relationship between social media communication and CBBE. The purpose of this paper is to investigate the effects produced by social media brand communication – both firm-created content (FCC) and user-generated content (UGC) – on CBBE, according to the sensorial preferences in the beer industry. Design/methodology/approach A literature review has been used to develop a research model and hypotheses. The research is based on online survey carried out on a sample of 183 valid questionnaires of Italian active fans and followers in the beer industry. A multi-group analysis applied to structural equation modeling is used. Findings The sensory dimension prevails limiting the operating range of brand awareness that does not strongly affect CBBE. In brand equity development’ process, non-sensorial users do not consider sensorial preferences. The brand equity can become stronger by stimulating the reaction of customers through firms’ communication by using social media platforms. Therefore, the quality of peer interactions in the social media communication has a positive impact on brand loyalty. When firms use social media communication to increase overall brand equity, they have to foster and monitor FCC and UGC responses that affect different CBBE components. Originality/value The paper provides empirical evidence about the relationship between social media communication and CBBE, according to the importance given to sensorial preferences by beer lovers. This can be considered as the first study on this specific topic focused on the CBBE issue.

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Purpose Big data management research and practice, however, have received enormous interest from academia and industry; the extant literature demonstrates that the authors have limited understanding and challenges in this knowledge-stream to fully capitalize with its potentials. One of the contemporary challenges is to accurately verify data veracity, and developing value from the verified data for an organization and its stakeholders. Consequently, the purpose of this paper is to develop insights on how the authors could strategically deal with the contemporary challenges in strategic management of big data, related to data veracity and data value. Design/methodology/approach The inductive–constructivist approach is followed to develop insights at the intersection of dynamic capabilities theory and stakeholder relationship management concept, in order to strategically deal with the contemporary challenges in big data management, related to data veracity and data value. Findings At the intersection of dynamic capabilities theory and stakeholder relationship management concept, an implication is acknowledged, which has research and practical significance to strategically verify data source, its veracity and value. Following this implication, a framework of a data incubator is proposed to proactively develop insights on veracity and value of data. Empirical insights are also presented in this study to support this initial framework. Practical implications For future research in strategic management of big data, academics will have contextual understanding on the particular interconnected and interdependent attributes from dynamic capabilities and stakeholder relationship management research streams to further enhance the understanding on big data management. For practice, these insights will be useful for executives to focus on specific attributes of the proposed data incubator to confirm data veracity and develop insights on how to design, deliver and evaluate stakeholder value based on the verified data. Originality/value Following a synthesis at the intersection of dynamic capabilities theory and stakeholder relationship management concept, this study introduces a data incubator to meaningfully deal with the big data management challenges, related to veracity and value of data.

Since the 1990s, the importance of corporate venture capital (CVC) programs has grown around the world. CVCs are investments that established firms make in entrepreneurial companies. At the most basic level, CVC describes an equity investment made by a corporation or its investment entity in a high growth, high potential, privately held business. There is no systematic evidence that corporate venture capital investments create value for the investing firms. Firm value, however, can be created as a result of other benefits from investing (e.g., accessing a new technology). These considerations can explain why many firms currently choose to operate venture units: They have recognized the importance of CVC for strategic innovation in addition to its potential to generate financial returns. Some evidence from the US context described in this paper supports this intuition