Managing the co-created brand: Value and cultural complementarity in online and offline multi‐stakeholder ecosystems

Gyrd-Jones, Richard; Kornum, Niels

doi:10.1016/j.jbusres.2012.02.045

Cited by 168 publications

(131 citation statements)

References 47 publications

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“…From a sustainable competitive advantage perspective, shared value has integrated entrepreneurial and infrastructural innovation for co-creation of value (Gyrd-Jones & Kornum, 2013). Through an article in Harvard Business Review, titled "Innovating for Shared Value", Pfitzer et al (2013) have emphasized on stakeholders to be involved in the treatment of problems (Pfitzer et al, 2013), as organizations need to cater the interests of a broad range of stakeholders for value creation (Harrison & Wicks, 2013).…”

Section: Literature Review: Shared Valuementioning

confidence: 99%

Shared Value Literature Review: Implications for Future Research from Stakeholder and Social Perspective

Mehera¹

2017

JMS

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The review of the literature on shared value has denoted that this concept been approached as both generic and theoretical/conceptual framework for the simultaneous creation of social and economic value. Based upon the dominant trends in shared value literature, the proposed study has attempted to provide two broad strategic directions (i.e., stakeholder engagement, social innovation) regarding further research around shared value creation. The significance of the study has been demonstrated in the fact that these two new directions on stakeholders and society would expand the three-level framework of shared value toward a multi-level holistic framework for co-creation of value.

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Section: Literature Review: Shared Valuementioning

confidence: 99%

Shared Value Literature Review: Implications for Future Research from Stakeholder and Social Perspective

Mehera¹

2017

JMS

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“…Successful co-creation depends on striking congruence between the culture and values of an organisation and its partners (Gyrd-Jones & Kornum, 2013). During the process of co-creation, it is important for participants to be treated fairly, to know their opinion will be heard (Ind, Iglesias, & Schultz, 2013) and factors into decision-making by maintaining open dialogue towards mutual understanding (Gebauer, Füller, & Pezzei, 2013).…”

Section: Theoretical Approach To Guide Analysismentioning

confidence: 99%

How Australian social enterprises use strategic marketing and social marketing to drive accountability and change for sustainable development

Herbst¹

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Globalisation, population growth and climate change are ushering in rising societal concerns. In response, new approaches need to continue being fostered in research, production and marketing to address sustainability. Initiatives by a cross-section of businesses, government and community working in partnerships seem to offer the best chance to catalyse societal transformation.Against this backdrop, social enterprises are an incubator for implementing activities within society to produce commercial and social value. They have social, economic and often environmental imperatives embedded in their core objectives. These organisations are historically characterised by entrepreneurship, innovation and the willingness to take risks to create and exploit marketplace opportunities. They undertake projects in the face of constraints imposed by limited resources while serving numerous constituents. However, there is a dearth of empirical research on their strategic marketing and social marketing activities in conjunction with their accountability for social impacts.A multiple case study protocol was therefore employed to examine how strategic marketing, social marketing and accountability were applied as mechanisms across diverse Australian social enterprises to achieve sustainable missions. Findings showed the organisations' marketing functions go beyond traditional approaches to ensure viable income streams. They catered to broader target audiences by offering two-tiered price schemes, developing products in concert with customers, promoting a sustainable place, and engaging in two-way communication to influence policy. Deep collaboration between social enterprises and stakeholders included joining forces with competitors to enhance resources and capabilities.Results on social marketing reflected tailored community-based interventions brought a range of environmental benefits, taught skills for employment, and provided a voice for marginalised members of communities who might not otherwise have an outlet. Successful outcomes led to iv replication of unique business models in some cases. Notably, collaboration and competition with target audiences occurred both vertically and horizontally in marketing channels. These findings extend theory on coopetition in the third sector, highlighting the value of using a systems framework, the social ecological model, underpinned by co-creation of social value. The research contributes empirical evidence to an important but under-researched area within strategic marketing management on interorganisational relations.Data from social enterprises that carried out comprehensive forms of reporting also provided insights to the emerging area of integrated reporting for conveying a more meaningful approach than standalone social audits issued to constituents apart from financial reports. Findings demonstrated that smaller organisations have the ability to issue a clear, cohesive account of their triple bottom line. This study thus adds practical contributions of cases using integra...

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“…Studies document the importance of stakeholder influence on brand development (Balmer, 2013;Gregory, 2007;Gyrd-Jones & Kornum, 2012;Hatch & Schultz, 2010;Iglesias, Ind & Alfaro, 2013;Merz, Yi, & Vargo, 2009), an issue that is especially important for IBCs as they rely on stakeholder perceptions and support to establish legitimacy and reinforce brand image in both locations Farrugia & Lane, 2013). The reputation of the HC can have strong influence on the image of the IBC, and the brand image of the IBC can affect the overall image of the home university (Wilkins & Huisman, 2015;Yuan, Liu, Luo, & Yen, 2016).…”

Section: Problem Statementmentioning

confidence: 99%

“…Prior studies from the management perspective have argued that engaging stakeholders helped managers to present and resolve conflict, coordinate efforts of internal and external stakeholders to achieve goals, and manage resources to achieve competitive advantage in the marketplace (Johnson-Cramer, Berman & Post, 2003) and create value for the firm (Aaker, 2004;Gregory, 2007;Hatch & Schultz, 2010;Noland & Phillips, 2010;Phillips, Freeman & Wicks, 2003). While researchers have long agreed that managers have a role to play in stakeholder engagement and value creation, more current research focuses on the interaction between and among the stakeholders and the organization in creating value for the firm (Balmer, 2013;Balmer & Wang, 2016;Gyrd-Jones & Kornum, 2012;Iglesias et al, 2013). Over time scholars have argued an even more dynamic relationship between and among stakeholders and the firm, finding that stakeholders influence goes beyond that which is easily measured to include brand value and brand equity (Jones, 2005;Phillips, 2011;Freeman, 2015).…”

Section: Stakeholder Theorymentioning

confidence: 99%

“…Understanding corporate brand and creating value through stakeholder engagement is especially difficult in complex organizations that need to achieve multiple outcomes while differentiating the brand, communicate different values to multiple stakeholders through diverse internal structures, and allow for multiple perspectives and sub-cultures within the organization (Gyrd Jones & Kornum, 2012). In a study of marketing managers and brand consultants Iglesias et al (2013) found that brand value was a social process that was constantly changing and co-created by multiple stakeholders and, while they had some influence, managers no longer had control over brand meaning and value.…”

Section: Corporate Brandmentioning

confidence: 99%

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Stakeholder influence on branding strategy at an international branch campus

Ellison¹

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The number of international branch campuses (IBCs) has grown exponentially in recent years and higher education institutions are investing significant resources in them. IBCs are complex organizations, operating in a competitive environment that is simultaneously local and global, in an industry where reputation and brand are paramount. This single-site case study, conducted at an established IBC located in Eastern Europe operated by a private U.S. university, investigated how stakeholders were engaged in and influenced a specific strategy to more closely align the brand of a maturing IBC with that of the home university. Data was collected through in-depth interviews, observations, and document review, and the researcher used the Stakeholder-brand Keywords: international branch campus, stakeholder influence in higher education, branding in higher education, cross-border education, international higher education 3 Acknowledgements

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Managing the co-created brand: Value and cultural complementarity in online and offline multi‐stakeholder ecosystems

Cited by 168 publications

References 47 publications

Shared Value Literature Review: Implications for Future Research from Stakeholder and Social Perspective

Shared Value Literature Review: Implications for Future Research from Stakeholder and Social Perspective

How Australian social enterprises use strategic marketing and social marketing to drive accountability and change for sustainable development

Stakeholder influence on branding strategy at an international branch campus

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