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While a great amount of literature has focused on the relationship between communication strategies and corporate reputation, there is no systematic research on the different kinds of social media communication strategies. Based on the corporate reputation and social media literature, this paper aims to contribute to this gap in the research in two main ways. First identifying which social media communication strategy is more effective with contrasting levels of reputations; second, analyzing the differences between high- and low-reputation companies with respect to their ability to use corporate communication.

This paper uses a longitudinal explorative multiple-case study and theoretical sampling. The research setting is the Italian insurance context. The focus of this analysis on one medium, Facebook, because it is the most exploited in the context of the Italian insurance sector.

Six complementary social media communication strategies were identified: egocentric, conversational, selective, openness, secretive and supportive. The results also reveal distinct ways in which high-, medium- and low-reputation companies’ utilize the six complementary strategies of communications.

The study is based on a single industry and on one single geographical market, and care should thus be taken in generalizing the findings to other contexts. Therefore emerges the opportunity to broaden this research to other similar service sector, such as banking, to assess and generalize the results obtained. In addition, a possible direction of research, especially from a methodological standpoint, should investigate companies from different countries. Such a comparative study would examine in depth whether and to what extent the institutional framework may impact on communication strategies implemented by companies. This study only analyzed one social media (Facebook); hence, we cannot draw firm conclusions about what may constitute a successful social media communication strategy.

From this study, managers can learn how to combine the six communication strategies to have an effective impact on the corporate reputation. They can also learn how the number of interactions and the time taken to respond to questions from customers improve the corporate reputation and provide communication that is more effective.

This research extends the previous literature on corporate reputation and corporate communication, showing the relationship between them in a social media context and providing different strategies of managing this combination.

The purpose of this paper is to answer fundamental questions on the perceived value of active senior visitors (55+ years old) in the context of cultural heritage sites, when using immersive technologies, conceptualizing technological experience by illustrating an extended space in the pre, during and post phases of visits. Furthermore, it will reveal a better understanding of digital transformation opportunities and risks in the tourism industry and its related sectors regarding active senior travelers and it will further provide some insights and tools that are required to follow.

Since the authors are studying a population that is thus far not fluent in the means of digital opportunities, the authors will conduct two semi-structured interviews before and after visits to the museums in order to lower the level of emotional bias responses. Moreover, observations of the participants’ interaction with technological devices will be assessed during their visit.

Current findings enrich the theoretical perspective of perceived value. First, they extend our knowledge on the perceived consumers’ value of active senior visitors in the application of immersive technologies pertaining to archeological museums. They also shed new light on the different dimensions of the perceived value (epistemic value, functional value, hedonic value and social value) of active senior visitors concerning museum transformation. Third, they provide an integrative framework for extending the boundaries of the museum technological visit experience, linking the pre-, during-, and post-visit phases.

Having a longitudinal study that evaluates the same population of seniors over a longer period would enhance our understanding of perception and adoption behavior in non-users. It entails the dimensions that are necessary from a theoretical and managerial point of view, thus contributing to strategic planning for museum managers who are planning on going digital in the coming years aiming at creating further value and satisfaction for their active senior visitors to cultural heritage sites.

The majority of research concerning technological developments and experiences to date has focused on holistic views studying different stakeholders’ perspectives or on digital natives’ perception regarding museum digital transformation. However, only few studies have evaluated the perceived value of active senior travelers and their overall satisfaction when visiting museums that became digital.

This paper aims to show the importance of introducing an integration manager (i.e. an executive position used to channel the acquiring firm’s course of action and strengthen the success of a post-acquisition integration process) within the acquiring firm’s board of directors.

This is a theoretical paper that introduces the integration manager within the board of privately held firms going internationally via acquisitions and serving as an “out-insider” director able to balance the conflicting demands of the previously separated entities during their integration process. The authors present an explanatory case study that empirically contributes to the board of directors’ design for internationalization.

The authors posit that the integration manager serves as an “out-insider” director of the board for privately held firms, possessed by large-block shareholders, going internationally via acquisitions, providing the necessary expertise and knowledge of the target firm’s products and industry.

The provided study aims to show that international acquisitions, even though apparently less risky than greenfield investments, may require additional neutral information flow – both within the due-diligence process and the post-acquisition integration – that only outsiders possess. Such an outsider has been individuated in the integration manager whose crucial role focuses on smoothing the pre- and post-acquisition integration processes.

Despite the fundamental role that digital social media could play in the process of consumer co-creation, academic research on this topic is still in its infancy. The overall aim of the chapter is to consider how digital social media can be used by firms to encourage and sustain co-creation behavior.

We draw a multiple case analyses, focusing on the insurance industry, particularly on the Italian insurance market.

We particularly extend the literature on value co-creation by proposing a composite framework that enables us to grasp the different strategies that firms implement in their different manners of employing digital social media.

We set forth a research agenda for managerial scholars that can help understand how social media should be incorporated in the day-to-day operations of insurance companies.