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The strategic role of corporate communication within modern organisations is recognised by both scholars and practitioners. Corporate communication supports management in interpreting contextual dynamics or in aligning corporate strategies with stakeholders’ needs. However, despite the growing acknowledgement of communication relevance, contributions about how professionals could effectively support organisations in creating value lack empirical examination. To fill this gap, this chapter adopts a managerial perspective for examining how communication strategically contributes to create shared value. In particular, it introduces the Creating Shared Value approach to the body of knowledge in strategic communication. A qualitative case study research design has been implemented. It was focused on Barilla Group, the international food company. This chapter enriches the strategic communication perspective by better defining the contribution of communication to the value creation process. It also outlines specific strategic competences that practitioners should acquire if they want to play a strategic role within organisations.

We investigate the innovative supply chain contracts developed and implemented by Barilla, the leading Italian pasta company, in sourcing high-quality durum wheat from farmers in Northern Italy in the Emilia Romagna region.

Using case study techniques to gather information, we captured the evolution of the supply chain contracts adopted by Barilla. We gained information mainly through semi-structured interviews with Barilla’s managers, co-op and consortium managers representing farmers, Barilla’s quantitative data related to contracts’ elements and structure, preliminary experimental results, agri-business magazines, industry reports, and academic literature.

These contracts helped the company improve not only its long-term profits and strategic objectives such as supply security, but also the farmers’ income as well as environmental sustainability, thus providing triple bottom line benefits.

We investigate how Barilla and its suppliers – with the support of additional stakeholders, such as regional institutions – combine in their innovative contracts fixed and market-based prices as well as quality and sustainability-based premiums for desired triple bottom line benefits.

Reputational crisis negatively affects brands and companies. This chapter, based on a single case study, aims to explore how prejudicial corporate statements directed toward lesbian, gay, bisexual, and transgender (LGBT) individuals have affected the Italian multinational Barilla S.p.A., as well as how the company responded both internally and to the market in order to attempt to overcome the highly damaging consequences.

This chapter uses a single case-study methodology, which constitutes “a research strategy that focuses on understanding the dynamics present within single settings to create theoretical constructs, propositions and/or midrange theory from empirical evidence” (Eisenhardt, 1989, p. 534). The case-study design was chosen as it has been demonstrated to provide a methodological tool for both theory generation and theory testing (Gibbert et al., 2008).

Conclusions from the chapter indicate that negative, incendiary, and oftentimes comments citing either religious or stereotypical-based ideology negatively impact both the consumers and its associated publics in terms of product branding or reputation image.

The study’s limitations, which rely primarily on a single case study and secondary research data, may motivate further investigative avenues, particularly as similarly referenced events continue to unfold almost daily, such as the study’s referenced incident with Philippine boxer Manny Pacquiao, as well as action taken by social media giants (Apple and Facebook) against the controversial media figure Alex Jones.

This chapter also looks at family succession roadblocks and navigating social media gaffes. These contemporary issues highlight challenges, strategies, sales and market share dynamics for the company, and suggestions for navigating the road ahead. The research concludes with possible linkages and insights for both ongoing management issues and potential areas for future research. Other findings indicate that rapid responses, particularly those citing concrete corporate policy changes or tangible actions, help to reverse and mitigate reputational damage, and contemporary approaches utilizing social media appear to buttress these efforts.

This case study of Barilla as well as other firms mentioned, such as Chick-fil-A and Nike (which have experienced parallel situational crises), indicates that in only the last five years of contemporary international business practice, MNEs are continually and at times unexpectedly challenged by the lack of sensitivity demonstrated by their owners and spokespeople who utter comments which may be seen by the public as potentially harmful to the LGBT community. This study hopes to illuminate this challenge while offering tangible solutions to turning around future, similar situational crises.

This study aims to explore the evolution of corporate governance through a 100-year-old Italian Barilla pasta family business from its founding to 1971. The study builds on prior research which has applied the three-circle model of family business systems in a historic context.

Using legal records, five phases in the history of Barilla are noted. Annual reports and other sources have allowed for some more insights into business events and developments. Then, drawing on the three-circle model of family business, the corporate governance regime is mapped to the model and the family actors.

The findings here support extant literature in that the systems in the three-circle model are found to overlap more in a historic setting. Challenges with the three-circle model are also noted, specifically, when corporate governance is considered across a century of an organisation’s history.

This study supports prior use of three-circle model of a family business in an historic context, providing further evidence the model is not static over time. Contrary to the original three-circle model, this study suggests that family actors can potentially occupy more than one location in the model if the non-human actor of corporate governance and its effect on human actors is also considered.

There is a limited understanding of effective strategies for tackling food loss and waste (FLW) following a circular supply chain management approach. The aim of this study is to analyze the role of the FLW Reporting and Accounting Standard for identifying FLW occurrences throughout the agri-food supply chain and facilitate their measurement. Our objective is to describe how this FLW is then reused within a circular economy (CE) perspective, thus enabling companies to implement a circular supply chain approach for effective decision-making based on the concept of waste hierarchies, the 3R and 4R rules.

An in-depth analysis of Barilla's soft bread supply chain is provided in this study. By gathering both qualitative and quantitative data, this study investigates the implementation of the FLW standard by (1) identifying the main enablers and obstacles in measuring FLW throughout the entire production system; (2) providing a useful standardized tool for sustainable FLW measurement, minimization and reuse in other agricultural supply chains to enable circular economy approaches and (3) developing a decision-support strategy to use within the company for effective measurement, analysis and reuse according to a CE perspective.

The analyses carried out throughout Barilla's soft wheat bread supply chain provide an interesting example of a circular management system since almost nothing is lost or wasted while the value of resources is recovered through reuse thanks to a systematic and integrated measurement, representing a basis for effectively minimizing waste. The importance of developing an interconnected supply chain management emerged in order to obtain a comprehensive accounting framework for accurately quantifying and reporting the overall amount of wastage generated in the various phases of food production, paying particular attention to ex ante prevention initiatives and ex-post assessment actions.

An interdisciplinary approach integrating circular economy and supply chain management research streams was adopted in order to develop a decision-support tool that also includes the identification of the main facilitators and obstacles to the implementation of a comprehensive standardized accounting process that would enable companies to reduce-reuse-recycle losses and waste throughout the entire production process. Besides the studies available in the literature, the original of this study is that it focuses on organizational implications related to FLW measurement.

This chapter compares and discusses the 10 sustainability-oriented food supply chain innovations described in the previous chapters. Our purpose is to address and reflect on the questions and challenges introduced in the first chapter.

The cases are first analyzed in terms of the extent to which the innovations were motivated and impacted the social, environmental, and economic dimensions of sustainability. The various sustainable food supply chain practices adopted are compared. The third section explores the innovation strategies used in the cases, including the type of strategy, the breadth and level of innovativeness of the strategy, the governance approach, and the extent of capability development required. The final section presents our conclusions.

The results suggest that to become truly sustainable, companies need to adopt a broad set of practices that address all three dimensions of sustainability, and develop strategies to make the sustainability-oriented innovation economically viable. The more radical and systemic the innovation, the more difficult it is to generate these outcomes.

In order to provide an updated view on the drivers of German stock returns, the authors evaluate the relative performance of nine competing neoclassical asset pricing models in the German stock market between November 1991 and December 2021.

The authors conduct asymptotically valid tests of model comparison when the extent of model mispricing is gauged by the squared Sharpe ratio improvement measure of Barillas et al. (2020).

The study finds that the Fama and French six-factor model with both traditional and updated value factors emerges as the dominant model.

The authors shed new light on the drivers of German stock returns through an updated and extended period of analysis, wider range of potential models and utilization of valid asymptotic tests of model comparison when models are nonnested (Barillas et al., 2020).

The author examines the impact these efficient factors have on factor model comparison tests in US returns using the Bayesian model scan approach of Chib et al. (2020), and Chib et al.(2022).

Ehsani and Linnainmaa (2022) show that time-series efficient investment factors in US stock returns span and earn 40% higher Sharpe ratios than the original factors.

The author shows that the optimal asset pricing model is an eight-factor model which contains efficient versions of the market factor, value factor (HML) and long-horizon behavioral factor (FIN). The findings show that efficient factors enhance the performance of US factor model performance. The top performing asset pricing model does not change in recent data.

The author is the only one to examine if the efficient factors developed by Ehsani and Linnainmaa (2022) have an impact on model comparison tests in US stock returns.

The paper aims to outline the managerial challenges faced by the organizations interested in leveraging knowledge and creative talent embedded in online customers' communities to sustain innovation in b‐2‐c industries.

Through a detailed case study analysis of a leading food producer who launched an online open collaborative platform to gather users' idea for new products the paper aims to highlight the transformational effort that firms have to make in order to leverage knowledge absorption from customers in the context of innovation.

The paper suggests potential strategies for conventional companies to engage consumers in knowledge (co‐creation) and collaborative innovation processes, formulating some hypothesis that could support an interpretative model of the capabilities needed to develop, maintain and increase customers' engagement in the exchange.

The paper presents the first results of an ongoing research that needs to be deepened and widened to cover other kinds of business sectors.

On the basis of the case analyzed, the paper suggests some managerial actions that could be adopted to facilitate customers' engagement in processes of collaborative learning and innovation, outlining the potential barriers (in primis managerial reluctance) that could prevent a successful result.

The case contributes to the literature on co‐creation, demonstrating how it can be progressively achieved and improved, through a combination of management and marketing strategies, addressed at accruing not only users' motivation but also managerial commitment.