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The purpose of this paper is to continue the emerging stream of literature that has found knockoffs and counterfeits to be unobtrusive or even beneficial to luxury…
The purpose of this paper is to continue the emerging stream of literature that has found knockoffs and counterfeits to be unobtrusive or even beneficial to luxury companies by analyzing how they produce paradoxes of meaning and contribute to the renewal of luxury markets. This is done by exploring them as doppelgänger brand images that reappropriate brand imagery for their own purposes.
This is a conceptual paper that focuses on the role of knockoffs and counterfeits in the renewal of luxury markets.
The findings highlight how knockoffs and counterfeits can contribute to the emergence and cyclical diffusion of luxury. As luxury offerings are introduced to the market, knockoffs and counterfeits accelerate the snob effect, aid in anchoring trends and contribute to induced obsolescence. During diffusion, knockoffs and counterfeits can strengthen aspiration, bandwagon and herding effects. In doing so, knockoffs and counterfeits create a paradox as they simultaneously legitimize the idea of the “authenticity” of genuine offerings through their presence in the market and create cyclical demand for novel offerings by undermining the authenticity claims of existing luxury offerings. Thus, knockoffs and counterfeits can be understood as a paradox of luxury markets that contributes to the market cyclicality not despite but because of this paradoxical interplay.
While research on knockoffs and counterfeiting is plentiful in the field of marketing, this is among the few studies that analyze how these offerings contribute to luxury markets and their renewal.
Over the past 50 years, a substantial interest has been put to research on how innovation spreads within social networks over time (see Rogers, 1962, 2010). Our initial…
Over the past 50 years, a substantial interest has been put to research on how innovation spreads within social networks over time (see Rogers, 1962, 2010). Our initial aim was to examine innovation diffusion in industrial networks. We operationalized the research through a case study of an advertising network by using systematic combining as the approach (Dubois & Gadde, 2002, 2014). From the initial focus of innovation diffusion, the rematching of data and theory led us to focus on the barriers of innovation diffusion. By doing so, we found out that multilevel strategizing appears to be an important phenomenon in understanding dynamics of innovation diffusion within industrial networks. Specifically, strategizing occurs in two levels: (1) the groups within the network compete for position, and (2) actors within a group compete for position by trying to differentiate themselves from other group actors. A strategic mismatch between the two levels leads the network to become decelerated or even static in diffusing new innovations (Abrahamsen, Henneberg, & Naudè, 2012). Uncovering these findings would not have been possible without the use of systematic combining and the constant matching between theoretical and empirical domains.
– The paper aims to examine the role of market orientation (MO) and innovation capability in determining business performance during an economic upturn and downturn.
The paper aims to examine the role of market orientation (MO) and innovation capability in determining business performance during an economic upturn and downturn.
The data comprise two national-level surveys conducted in Finland in 2008, representing an economic boom, and in 2010 when the global economic crisis had hit the Finnish market. Partial least square path analysis is used to test the potential mediating effect of innovation capability on the relationship between MO and business performance during economic boom and bust.
The results show that innovation capability fully mediates the performance effects of a MO during an economic upturn, whereas the mediation is only partial during a downturn. Innovation capability also mediates the relationship between a customer orientation and business performance during an upturn, whereas the mediating effect culminates in a competitor orientation during a downturn. Thus, the role of innovation capability as a mediator between the individual market-orientation components varies along the business cycle.
This paper is one of the first studies that empirically examine the impact of the economic cycle on the relationship between strategic marketing concepts, such as MO or innovation capability, and the firm's business performance.
To investigate the effects of payor–provider integration on the operational performance of health service provision. The research explores whether integration governs…
To investigate the effects of payor–provider integration on the operational performance of health service provision. The research explores whether integration governs agency problems and tilts the incentives of diverse actors toward more systematic outcomes.
A two stage multimethod case study of occupational health services. A qualitative stage aimed to understand the reasons, mechanisms, and outcomes of payor–provider integration. A quantitative stage evaluated the performance of the integrated hospital against fee-for-service partner hospitals with a sample of 2,726 patients.
Payor–provider integration mitigates agency problems on multiple levels of the service system by complementing formal governance mechanisms with informal mechanisms. Compared to partner hospitals, the integrated hospital yielded 9% lower the total costs of occupational injuries achieved primarily by emphasizing conservative care and faster recovery.
Focuses on occupational health services in Finland. Provides initial evidence of the effects of payor–provider integration on the operational performance.
Vertical integration may provide systematic outcomes but requires mindful implementation of multiple mechanisms. Rigorous change management initiative is advised.
For patients, the research shows payor–provider integration of health services can be implemented in a manner that it reduces care costs while not compromising care quality and customer satisfaction.
This study provides a rare longitudinal analysis of payor–provider integration in health-care operations management. The study adds to the knowledge of operational performance improvement of health services.