Integrating innovation and absorptive capacity into the place branding process

2014 ◽  
Vol 7 (3) ◽  
pp. 206-224 ◽  
Author(s):  
Joshua J. Daspit ◽  
Staci M. Zavattaro
Keyword(s):  
Brand Equity ◽  
Absorptive Capacity ◽  
Creative Thinking ◽  
Place Branding ◽  
Zero Order ◽  
Organizational Capabilities ◽  
Innovation Capability ◽  
Content Type ◽  
External Knowledge ◽  
Place Brand

Purpose – The purpose of this article is to integrate organizational capabilities into the place branding process to showcase how a lead destination marketing organization (DMO) can influence a customer-based brand equity outcome. Doing so highlights the strategic, relational nature of place branding. The authors focus specifically on first- and zero-order capabilities, integrating absorptive capacity (first-order) and an innovation capability (zero-order) into a place branding framework. We define an innovation capability within a place branding context and offer absorptive capacity as a mechanism through which DMO leaders can exploit external knowledge acquisition. Design/methodology/approach – The paper presents a theoretical framework of the place branding process that integrates firm capabilities. A framework based on analyzing existing place branding models and integrating organizational capabilities, which find root in strategic management literature, was developed. Findings – Findings indicate that existing frameworks address operational and customer capabilities in some manner yet largely ignore innovation capabilities. A definition of an innovation capability for place brand managers and scholars is offered, and offer absorptive capacity as means to integrate external knowledge into the DMO. Utilizing multiple levels of capabilities allows a firm to influence customer-based brand equity. Testable propositions based on the authors' framework are offered. Practical implications – Managerial implications of integrating stakeholder capabilities into place branding include appreciating a culture of innovation within DMOs, learning from external stakeholders meaningfully and regularly and encouraging creative thinking that can produce new processes, policies or services. Originality/value – By integrating organizational capabilities, attention is drawn to internal aspects of the place branding process the place can control directly. Capabilities dictate how an organization sees itself; learns from its stakeholders; and then integrates that knowledge into organizational, stakeholder and innovation capabilities. Therefore, capabilities are inherently internal mechanisms through which a DMO can influence place brand outcomes, which are understood here as brand equity elements.

An assessment of place brand potential: familiarity, favourability and uniqueness

2016 ◽  
Vol 9 (3) ◽  
pp. 269-288 ◽  
Author(s):  
Chung-Shing Chan ◽  
Mike Peters ◽  
Lawal M. Marafa
Keyword(s):  
Brand Equity ◽  
Public Diplomacy ◽  
Brand Management ◽  
Place Branding ◽  
Three Dimensions ◽  
Research Directions ◽  
Content Type ◽  
Place Brand Equity ◽  
Management And Development ◽  
Place Brand

Purpose This paper aims to present an approach by which to assess the potential of branding a particular type of place resource or feature. Design/methodology/approach A review was conducted to analyse three key periodicals (Journal of Brand Management, Place Branding and Public Diplomacy and Journal of Place Management and Development) in the field of branding and place branding between 2000 and 2011. These three periodicals are recognized as the three leading periodicals of place branding, and they followed the clear establishment and development of the field of place branding. Findings Familiarity, favourability and uniqueness are the three dimensions that give a quick indication of the level of place brand equity, and in turn they represent the level of place brand potential. Research limitations/implications In the literature, brand potential is not well conceptualized. This paper identifies this knowledge gap through a review of place branding studies, and it closes the gap by connecting brand potential with place brand equity. Originality/value This paper suggests practical and research directions by which to study these three dimensions to generate valuable brands for places.

scholarly journals Branding cities, regions and countries: the roadmap of place brand equity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fabiana Gondim Mariutti ◽  
Janaina de Moura Engracia Giraldi
Keyword(s):  
Brand Equity ◽  
News Media ◽  
Place Branding ◽  
Real Data ◽  
City Region ◽  
Value Drivers ◽  
Content Type ◽  
Road Signs ◽  
Place Brand Equity ◽  
Place Brand

Purpose The purpose of this paper is two-fold: to expand the understanding of brand equity for places (e.g. countries, regions or cities) and propose two frameworks to increase its value. Design/methodology/approach By interviewing international participants, this study was exploratory and interpretative; thematic analysis was performed for a broader understanding about place brand equity. Findings The Roadmap of Brand Equity is provided by proposing three “pathways” founded on core value drivers as “road signs” (potential influences or main variables of the value of a place brand), which are required to be strategically monitored and aligned to place branding activities to enhance the value of a city, region or country. Value drivers of place brand equity and the roadmap of place brand equity are proposed through the figures. Research limitations/implications A natural progression of this study is the investigation of place brand equity by applying statistical procedures for measuring places. Due to specific locations’ (often) unfavorable and threatening reputations worldwide, the key value-drivers (government initiatives, stakeholders' perceptions, residents’ engagement, news media, social media and real data indexes) are noted as influential partakers – either separated or combined – when analyzing their brand equity. Practical implications Both proposed archetypes suggest applications for several co-creators involved in public or private places, which can be beneficial for both emerging and non-emerging countries, regions or cities. Furthermore, both may be applied to the analysis of other places (e.g. universities, schools, museums, public squares, airports, hospitals, etc.). Social implications This study may inspire planning and actions for public policies, including private partnerships, government initiatives and practical endeavors. Originality/value This is one of the first studies to perform an analysis of brand equity of places under a qualitative approach and to propose strategical frameworks for both research and practice.

How does corporate learning orientation enhance industrial brand equity? The roles of firm capabilities and size

2019 ◽  
Vol 35 (2) ◽  
pp. 231-243 ◽  
Author(s):  
Yi Xie ◽  
Xiaoying Zheng
Keyword(s):  
Brand Equity ◽  
Firm Size ◽  
Small Firms ◽  
Learning Orientation ◽  
Innovation Capability ◽  
Marketing Capabilities ◽  
Marketing Capability ◽  
Content Type ◽  
Corporate Learning ◽  
The Impact

Purpose This paper aims to examine the role of learning orientation in building brand equity for B2B firms. The present research proposes that learning orientation contributes to the development of innovation and marketing capabilities and, in turn, leads to enhanced industrial brand equity. Furthermore, the moderating effect of firm size in these processes is investigated. Design/methodology/approach The hypotheses are tested by administering a survey with a set of managers of manufacturing firms in China. Findings Innovation capability and marketing capability serve as the mediators between learning orientation and industrial brand equity. The mediating path through innovation capability is stronger for small firms than for large firms. Research limitations/implications Learning orientation provides a cultural base for B2B firms to cultivate brand equity. Measurement of industrial brand equity and contingency of its effect requires further investigation. Practical implications To transform learning-oriented culture into brand equity, firms need to develop and manage innovation and marketing capabilities. The learning orientation–innovation capability route is more beneficial for small firms. Originality/value While a majority of prior literature ignores the impact of organizational culture in driving industrial brand equity, the present research explores learning orientation as a key cultural antecedent of industrial brand equity. A more refined industrial-brand-equity-building mechanism from learning orientation to corporate capabilities and then to brand equity is proposed and tested. The mechanism varies with firm size.

A deliberately emergent strategy – a key to successful city branding

2015 ◽  
Vol 8 (2) ◽  
pp. 90-102 ◽  
Author(s):  
Janne Lindstedt
Keyword(s):  
Place Branding ◽  
Place Identity ◽  
Point Of View ◽  
City Branding ◽  
Content Type ◽  
Emergent Strategy ◽  
Branding Strategies ◽  
Local Stakeholders ◽  
Place Brand

Purpose – The paper aims to address a neglected issue in the literature on place brand co-creation, namely, the strategic planning of the branding process. Furthermore, the paper demonstrates the benefits of a deliberately emergent strategy. Design/methodology/approach – A qualitative case study focusing on Turku, Finland, supports the development of the argument. In this study, branding of Turku is examined both during the European Capital of Culture 2011 (ECoC) project and after it. Findings – The contribution of the ECoC 2011 project – which was widely perceived as a success – to Turku’s brand was based on a deliberately emergent strategy. Afterwards, the local government has, however, chosen a different approach to branding. Research limitations/implications – Given the increasing popularity of brand thinking among practitioners all over the world, it would be meaningful for scholars to pay more attention to the application of brand co-creation in place branding strategies. Practical implications – The deliberately emergent branding strategy could be considered an approach to applying the idea of brand co-creation in practice. It enables local stakeholders to make their voices heard and results in increased credibility of a branding process. Originality/value – Place brand co-creation has not yet been examined from strategic planning’s point of view. The need for this kind of examination is apparent, because branding strategies have traditionally been based on the idea of static place identity. The Turku case helps to propose a solution in terms of the notion of deliberately emergent branding.

How firms accumulate knowledge to innovate – an empirical study of Vietnamese firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Duy Quoc Nguyen
Keyword(s):  
Developing Countries ◽  
Knowledge Acquisition ◽  
Absorptive Capacity ◽  
Open Innovation ◽  
Content Type ◽  
Innovative Performance ◽  
External Knowledge ◽  
Knowledge Depth ◽  
Exploratory Innovation ◽  
External Knowledge Acquisition

PurposeOrganizational innovations are closely associated with organizational knowledge, and thus a firm builds its knowledge base to enhance its innovative performance. However, insights into this process are still limited, especially in the context of firms in developing countries. Building on the dynamic managerial capabilities literature and open innovation paradigm, this paper attempts to fill this gap by developing and empirically testing a model that investigates how firms in developing countries accumulate knowledge to innovate.Design/methodology/approachA model of a firm's knowledge accumulation and innovation is proposed in which it specifies relationships among absorptive capacity, knowledge breadth, research and development (R&D), knowledge depth, exploratory innovation and exploitative innovation, and then it is empirically tested by using the structural equation modeling (SEM) technique based on the surveyed data of Vietnamese firms.FindingsThe results indicate that absorptive capacity positively influences both knowledge breadth and knowledge depth, knowledge breadth positively influences R&D, R&D positively influences exploratory innovation and knowledge depth, and knowledge depth positively influences exploratory and exploitative innovation.Practical implicationsThe study proposes an “acquire and develop” open innovation model for firms in developing countries in which firms acquire external technologies and then develop R&D (develop and design) capability to adapt acquired technologies to their local conditions to create new organizational-specific capabilities and exploratory innovation.Originality/valueThis study argues that external knowledge acquisition is beneficial to innovative performance of firms in developing countries via renewing their knowledge base. Furthermore, the study provides the unique evidence that novel external knowledge acquisition and internal R&D are fit to each other in the fit-as-mediation form in which novel external knowledge acquisition is mediated by R&D to positively influence exploratory innovation.

Developing process and product innovation through internal and external knowledge sources in manufacturing Malaysian firms: the role of absorptive capacity

2020 ◽  
Vol 26 (5) ◽  
pp. 1021-1039 ◽  
Author(s):  
T. Ramayah ◽  
Pedro Soto-Acosta ◽  
Khoo Kah Kheng ◽  
Imran Mahmud
Keyword(s):  
Absorptive Capacity ◽  
Product Innovation ◽  
Manufacturing Firms ◽  
Innovation Performance ◽  
Knowledge Sources ◽  
Manufacturing Companies ◽  
Organizational Capability ◽  
Data Set ◽  
Content Type ◽  
External Knowledge

PurposeFirms' knowledge-processing capabilities have a central role in achieving innovation performance and competitive advantage. Absorptive capacity capabilities and innovation are viewed as essential for enterprise success. Absorptive capacity is deemed as a highly important organizational capability to recognize value and assimilate both external and internal knowledge in order to enhance firm innovation. The aim of this study is to determine if innovation performance can be improved through absorptive capacity (knowledge acquisition, dissemination and utilization), when it is supported by internal (firm experience) and external knowledge sources (R&D cooperation and contracted R&D).Design/methodology/approachA quantitative methodology based on employing a structured questionnaire was used for data collection. The proposed research model and its associated hypotheses are tested by using Partial Least Squares (PLS) structural equation modelling (SEM) on a data set of 248 manufacturing companies located in the Northern Region of Malaysia.FindingsResults showed that firms' experience is significantly related to absorptive capacity, while for R&D cooperation and contracted R&D findings were mixed. In addition, absorptive capacity was found as a strong predictor of innovation performance.Originality/valueOne of the defining features of competition in many industries has been the extremely rapid pace of technological change, marked by a continuous stream of innovations. Manufacturing firms, therefore, face the challenge of nurturing existing knowledge and developing novel knowledge in order to create new business opportunities. This study makes valuable contributions with regard to understanding the behavioural of manufacturing firms towards process and product innovation.

External knowledge sourcing and innovation in family firms

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manzoor Ul Akram ◽  
Koustab Ghosh ◽  
Rojers P. Joseph
Keyword(s):  
Social Capital ◽  
Absorptive Capacity ◽  
Product Innovation ◽  
Family Firms ◽  
Family Firm ◽  
Content Type ◽  
External Knowledge ◽  
Mediating Role ◽  
Realized Absorptive Capacity

Purpose This study aims to investigate the external knowledge search behaviors in terms of search breadth and search depth in family firms and the resultant product innovation in Indian context. The authors theorize the mediating role of absorptive capacity (potential and realized absorptive capacity) between knowledge sourcing from external sources and product innovation. Further, the authors examine the moderating role of crucial internal social capital of the family firm in enhancing the use of external knowledge for firm innovation activities. Design/methodology/approach The study uses a quantitative research design taking single informant for collection of data from 151 family small and medium enterprises in automotive sector in India. The authors use structural equation modeling to test hypothesized relationships. Findings The findings indicate that both search breadth and search depth of family firms are positively associated with product innovation in family firms. The authors also find evidence for partial mediating role of potential and realized absorptive capacity in the relationship between search breadth and innovation and search depth and innovation. The results show how family firms learning taking place while scanning external knowledge sources in terms of external absorptive capacity routines. Finally, the authors find that family firm internal social capital positively moderate the relationship between search breadth and depth, and product innovation. Practical implications Family firms need to innovate to remain relevant in the long-run and as such development of superior capabilities is of great significance to them. Family firm managers must be open to external knowledge as such knowledge help them improve the firm level of innovation through absorptive capacity. Further, family firms must realize and act upon the importance of their social capital for the integration and utilization of acquired knowledge. Originality/value This paper is amongst a few papers that take dynamic capability views of innovation in family firms wherein the authors theorize how external search breadth and depth lead to the development of potential and realized absorptive capacity in family firms. The importance of family firm internal social capital as a strong integrating and knowledge sharing mechanism that helps family firms transform external knowledge into innovation is also highlighted.

scholarly journals Brand-driven identity development of places

2017 ◽  
Vol 10 (2) ◽  
pp. 152-172 ◽  
Author(s):  
Guenther Botschen ◽  
Kurt Promberger ◽  
Josef Bernhart
Keyword(s):  
Identity Development ◽  
Place Branding ◽  
Collaborative Action Research ◽  
Phase Model ◽  
Cultural Meanings ◽  
Content Type ◽  
Three Phase ◽  
Place Brand ◽  
Rural Places

Purpose This paper aims to present an interdisciplinary approach for the development and design of place brands, which goes far beyond communication strategies and advertising campaigns. The so-called “Brand-driven Identity Development of Places” (short: BIDP) approach provides a structured three-phase model that can serve as a practical guide for the development of commercial, touristy, urban and rural places. Design/methodology/approach Longitudinal collaborative action research over a time span of 20 years plus extended case study research supported the evolution of the BIDP approach. Findings BIDP is a circular three-phase model starting with the definition of the intended place brand identity, which in Phase 2 becomes translated into concrete touchpoint experiences along the main constituents of the place, and finally materialising into the new place format. The case study of the City of Innsbruck is prototypically used to illustrate the application of the designed approach and to report achieved results. Research limitations/implications Place brand development based on translating socio-cultural meanings into touchpoint experiences to materialise and align place constituents is opening up new avenues to initiate and govern place development. At present, the approach is based on case studies in the western region of Austria and South Tyrol. Practical implications The three-phase model represents a practical tool for place brand managers, who want to renew and to develop their place format in a structured way. The BIDP model can be applied for all forms of places. Social implications Foremost, the described place branding collaborations reassure the proposition of Olins (2002) and Schmidt (2007) that place branding is a crucial internal project that unites groups of people around a common strategic vision providing sense and direction besides reaching out to the traditional customer–stakeholder audience. Originality/value A structured model for brand-driven place development, which evolved during 20 years of longitudinal collaborative action research with executives and representatives of commercial, touristy, urban and rural places, BIDP locks into anthropological research findings where cultural meanings are considered as the main source for the construction of brand identities.

What’s love got to do with it? Place brand love and viral videos

2019 ◽  
Vol 30 (1) ◽  
pp. 23-43 ◽  
Author(s):  
Carola Strandberg ◽  
Maria Ek Styvén
Keyword(s):  
Structural Equation ◽  
Online Survey ◽  
Word Of Mouth ◽  
Place Branding ◽  
Equation Modeling ◽  
Brand Love ◽  
Content Type ◽  
Cultural Aspects ◽  
Place Brand

Purpose The purpose of this paper is to explore the role of brand love in place brand communication by incorporating potential antecedents and behavioral outcomes of place brand love in a social media setting. Design/methodology/approach Data were gathered from 281 residents and visitors of a place through an online survey focusing on a place brand video. Structural equation modeling was employed to examine the research model. Findings Results show that place brand love has a strong direct relationship with positive word of mouth (WOM), and an indirect effect on intention to share the place brand message. Self-expressiveness of the place brand message also seems to influence place brand love as well as intention to share the message. Research limitations/implications The role of self-related concepts and brand love to a place has theoretical implications for research in place branding and electronic word of mouth. The study has limitations to its generalizability in terms of cultural aspects and sample representativeness. Practical implications Place marketers need to successfully reflect the self-concept of key stakeholders in communication messages in order to increase the probability that recipients will engage in positive WOM and share the message. Originality/value Research on place brand love is scarce and previous studies have focused solely on brand love in connection to tourists. The main contribution of the current study is the exploration of the role of brand love in connection to residents, who are vital co-creators of the place brand.

Drivers and inhibitors of national stakeholder engagement with place brand identity

2019 ◽  
Vol 53 (7) ◽  
pp. 1445-1465 ◽  
Author(s):  
Riza Casidy ◽  
Jessica Helmi ◽  
Kerrie Bridson
Keyword(s):  
Place Branding ◽  
Brand Identity ◽  
Marketing Theory ◽  
Public And Private ◽  
Content Type ◽  
Implementation Phase ◽  
Study Approach ◽  
Country Brand ◽  
Place Brand ◽  
Implementation Stage

Purpose This paper aims to explore the factors that drive and inhibit national stakeholder organisations’ engagement with an established an umbrella place brand identity (PBI) in the context of country branding, during the PBI implementation stage. Design/methodology/approach This study adopted a case study approach to examine Australia’s current country brand identity initiative: Australia Unlimited, as an example of PBI. Data were collected through in-depth interviews with senior executives (n = 39) representing 30 Australian national organisation stakeholders across a range of sectors (i.e. government agencies, public and private organisations and industry associations). Findings The tension between the PBI and the brand identity of the stakeholders’ own organisation was an emergent finding at the heart of potential disengagement. Moreover, stakeholders’ perception of the leadership of the organisation managing the place brand plays a key role in influencing their engagement with PBI. Research limitations/implications The findings contribute to place marketing theory by identifying drivers and inhibitors of stakeholders’ engagement that originated from the PBI itself (PBI-centred factors) and from the stakeholder organisations (stakeholder-centred factors). Practical implications The findings provide a practical framework for place brand managing organisations to foster stakeholders’ engagement during the implementation stage of a PBI initiative. Originality/value Place branding research to date has focussed primarily on resident stakeholders’ engagement in the development of PBI initiatives. This paper contributes to knowledge by proposing a framework that encompasses the drivers and inhibitors of national stakeholder organisations’ engagement with PBI during its implementation phase.

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