Umberto Romani and Giovanni Tondini
The aim of this article is to analyze and compare the share economy and the constitutional economy approaches. The fact that numerous world‐class multinationals have chosen to…
Abstract
Purpose
The aim of this article is to analyze and compare the share economy and the constitutional economy approaches. The fact that numerous world‐class multinationals have chosen to offer stock options to managers and bonus share incentives to employees denotes a realization that any improvement in the performance of an economy affected by several constraints, as is the case in the European economy, can only be achieved by assigning greater responsibility to managers and employees.
Design/methodology/approach
The paper underlines the positive and negative aspects of both approaches with a critical analysis of the theories. The authors' interest in M.L. Weizman's model of the share economy stems from this basic reflection, despite the model's excessive reliance in the capacity of the state to resolve the problems at hand using ordinary legislative instruments. J.M. Buchanan's extremely interesting and indeed fundamental considerations concerning the pressures exerted on institutions by particular or individual interests are virtually overlooked.
Findings
The weakness of the share economy approach can be effectively contrasted by integrating it with the constitutional economy approach. A substantial difference between Weitzman's and Buchanan's schemes stems from the reliance, exhibited by the former, on the institutions governing the contracts between individual players.
Originality/value
The paper focuses on the analogies between Weitzman's and Buchanan's positions in order to set up a unifying framework for the analysis of workforce and other production inputs of the economical system.
Details
Keywords
Purpose – Stemming from extant literature on consumer brand narratives and the rising quest for consumption authenticity, the chapter aims at merging these two streams of…
Abstract
Purpose – Stemming from extant literature on consumer brand narratives and the rising quest for consumption authenticity, the chapter aims at merging these two streams of knowledge. How can brand authenticity be defined and narrated? To what extent do companies and consumers interact? What are the consequences for branding?
Methodology – The chapter is case-based, and illustrates the branding strategy of l’Occitane en Provence, a company producing toiletries with a strong Mediterranean rooting. Data were collected through multisited ethnographic fieldwork in Paris and Manosque, Haute Provence. Depth and short interviews with customers and managers of l’Occitane were complemented by extensive observation and secondary data. The comprehensive dataset was analyzed consistently with interpretive research tenets.
Findings – Data document (i) five dimensions of brand authenticity contextualized to l’Occitane Mediterranean brand; (ii) the different branding strategies made possible to companies by the varied combination of these five dimensions; and (iii) the distinct profiles of brand consumers according to the specific authentic narrative each of them is more receptive to.
Practical implications – Implications for authentic brand narratives are drawn. I argue that when companies adopt a narrative approach to branding they can establish a stronger dialogue with customers and defend their competitive advantage more effectively. Actually, each brand narrative cannot be easily imitated by competitors since its imitation would turn out as a fake, unauthentic tale for the market.
Originality of the chapter – The chapter contributes to the fields of branding and authenticity, by extending the notion and understanding of consumption authenticity to brands.