Search Styles in Style Searching: Exploring Innovation Strategies in Fashion Firms

Cillo, Paola; Verona, Gianmario

doi:10.1016/j.lrp.2008.08.001

Cited by 85 publications

(52 citation statements)

References 52 publications

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“…Baum & Lant 2003;Cappetta & Gioia 2006;Cillo & Verona 2008;Djelic & Ainamo 2005;Durand et al 2007;Ravasi & Rindova 2008;Verganti 2008). While it could be argued that cultural and symbolic resources may be relevant to competition and value creation in these specific non-North American settings of these studies, we believe that the observations from these studies have important implications for strategic management research in general.…”

Section: Introductionmentioning

confidence: 81%

“…Cillo and Verona's (2008) study of design centers in fine fashion highlights that different strategies of stylistic innovation in the fashion industry involve several different types of search, as well as different mechanisms for integrating the designer (and/or the design unit) with those responsible for production and commercialization. At Alessi, a new role of " authenticity keeper" was created to buffer the interactions between engineers and external artists who were working together to develop the same product and who were carrier of specific and contrasting logics .…”

Section: Cultural Capitalmentioning

confidence: 99%

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Where strategy meets culture: The neglected role of cultural and symbolic resources in strategy research

Dalpiaz¹,

Rindova²,

Ravasi³

2010

Advances in Strategic Management

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Citation: Dalpiaz, E., Rindova, V. and Ravasi, D. (2010). Where strategy meets culture:The neglected role of cultural and symbolic resources in strategy research. Advances in Strategic Management, 27, pp. 175-208. doi: 10.1108Management, 27, pp. 175-208. doi: 10. /S0742-3322(2010 This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent ABSTRACTIn this paper, we discuss how "cultural capital" and "symbolic capital," understood as specialized subsets of intangible resources and capabilities, enable firms to achieve valuable strategic positions in ways that are currently underexplored by mainstream strategy literature. We articulate the similarities and differences between cultural and symbolic capitals and the intangible capitals that have been the focus of mainstream strategy researchers, such as intellectual, social, and reputational capital. Our theoretical arguments build on insights from a number of studies conducted primarily in non-North American settings that have highlighted how symbolic properties of products create value. We conclude by delineating future avenues of research that strategy scholarship should consider in order to develop a more comprehensive understanding of the relationships between intangible resources and capabilities, and value creation.

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Section: Introductionmentioning

confidence: 81%

Section: Cultural Capitalmentioning

confidence: 99%

Where strategy meets culture: The neglected role of cultural and symbolic resources in strategy research

Dalpiaz¹,

Rindova²,

Ravasi³

2010

Advances in Strategic Management

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“…For conveying meanings companies might work with a portfolio of designers carefully curated to overarch cultures (Dell'Era -Verganti, 2010), where brands as social constructs are valued by the public based on shared meanings (Arvidsson, 2005). Innovation as value creation in the stylistic, aesthetic or semantic realm is prevalent in the creative industries (Caves, 2000;Cappetta et al, 2006;Cillo -Verona, 2008;Potts et al, 2008;Ravasi -Rindova, 2008, in the fashion industry: Tran, 2010).…”

Section: Abstract: Modularity Open Innovation Design Table Open Comentioning

confidence: 99%

A showroom turned fab lab: open collaborative innovation in open kitchen design – a case study

Faludi¹

2017

Veztud

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This paper presents an open table design project introduced by a high-end kitchen producing company in collaboration with maker communities, independent designers and the wider public. The case illustrates a hybrid open/collaborative innovation strategy, strategically adapted by a firm for raising awareness, engaging the public, to raise its design options, and enriching its core design concepts. know, that companies might create platforms, where modules are set free for contributions where users, collaborators can innovate on (Schilling, 2009;Greenstein, 2009). Keywords: modularity, open innovation, design table, open collaborative innovation, kitchen production, design-driven industries, digital fabricationDesign might take the role of the problem-solver in innovation (Alexander, 1964;Simon, 1969), or the driver contributing to the value creation process of firms (D'Ippolito, 2014), as well as, a mean to coordinate and improve product design development (Ravasi -Stigliani, 2012).Looking from the angle of design-driven industries, we know that firms often innovate in various collaboration forms (Pisano -Verganti, 2008). For conveying meanings companies might work with a portfolio of designers carefully curated to overarch cultures (Dell'Era -Verganti, 2010), where brands as social constructs are valued by the public based on shared meanings (Arvidsson, 2005). Innovation as value creation in the stylistic, aesthetic or semantic realm is prevalent in the creative industries (Caves, 2000;Cappetta et al., 2006;Cillo -Verona, 2008;Potts et al., 2008;Ravasi -Rindova, 2008, in the fashion industry: Tran, 2010).Firms in the design-driven industries are pushed to launch novelties on the market framed by events (on the role of awards: Gemser -Wijnberg, 2002). Enterprises are prone to shape the discourse on design through various channels, where the festivalization as e.g. Design Week in Milan plays an important role. Opening up the design process thus invites a larger public to engage in the process itself as well as to enter the wider discourse. Open DesignOpen design and collaboration makes possible for a community to develop ideas, and products in an additive manner. Once a design is created it is launched open for access and use, where the iteration process is taken by the community either improving it, or developing further solutions, and adaptation to other fields. Furthermore, making things together channels in knowledge and resources, where the value generation process might restructure the production process itself (Benkler, 2006). One important aspect here is that no design, or idea is lost (at least the possibility of being lost is lower) if it enters a community where anyone can take and run with it. The other is that it brings alternatives to the traditional model, where designers present their work to the producer who decides on prototyping, developing and manufacturing of the product. Due to the lowering costs of prototyping with desktop technology (3-D printers, laser-cutters, software) designers can el...

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“…We can also identify: inaccessible products (with an extremely high price, offering great social prestige to those who possess them); intermediate luxury goods (which address people who aspire to a higher social status with their purchases); and accessible luxury goods (addressing a vast public and with a reasonable price) (Alleres 2003). The fashion industry is traditionally broken down into: haute couture, ready-to-wear, diffusion, bridge and, finally, the mass market (Cillo, Verona 2008).…”

Section: Fashion Luxury and Design Companiesmentioning

confidence: 99%

Fashion, Luxury and Design: Store Brand Management and Global Cities' Identity

Arrigo

2011

Symphonya. Emerging Issues in Management

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Search Styles in Style Searching: Exploring Innovation Strategies in Fashion Firms

Cited by 85 publications

References 52 publications

Where strategy meets culture: The neglected role of cultural and symbolic resources in strategy research

Where strategy meets culture: The neglected role of cultural and symbolic resources in strategy research

A showroom turned fab lab: open collaborative innovation in open kitchen design – a case study

Fashion, Luxury and Design: Store Brand Management and Global Cities' Identity

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