Corporate museums as heritage vehicles: A comparative analysis between family and non-family businesses

Journal title CORPORATE GOVERNANCE AND RESEARCH & DEVELOPMENT STUDIES
Author/s Mara Cerquetti, Marta Maria Montella, Domenico Sardanelli
Publishing Year 2023 Issue 2022/2
Language English Pages 22 P. 65-86 File size 0 KB
DOI 10.3280/cgrds2-2022oa13773
DOI is like a bar code for intellectual property: to have more infomation click here

FrancoAngeli is member of Publishers International Linking Association, Inc (PILA), a not-for-profit association which run the CrossRef service enabling links to and from online scholarly content.

The heritage marketing strategy often calls for the employment of a corporate museum to represent the firm’s history in the eyes of internal and external observers. However, to date there has been no attempt to identify the distinctive values underlying the use of corporate museums by family firms - as opposed to non-family firms - for nurturing customers’ understanding and appreciation of the company and its products. This paper aims to address this gap and investigate the identity values that drive the establishment of corporate museums by family firms and non-family firms. Using a comparative case-study (CCS) approach, the paper examines the values underlying two examples of corporate museums promoted by two different firms, one with a high level and one with a low level of family control. The study reveals differing distinctive values between family and non-family corporate museums.

Keywords: ; heritage marketing; corporate heritage; milieu; longevity; family firms; transgenerational outlook

  1. Balmer J.M.T., Greyser S.A., Urde S. (2006). The crown as a corporate brand: insights from monarchies. Journal of Brand Management, 14(1-2): 137-161. DOI: 10.1057/palgrave.bm.2550031.
  2. Becattini G. (1999). La fioritura della piccola impresa e il ritorno dei distretti industriali. Economia e Politica Industriale, 103: 5-16.
  3. Bernardi A., Cantù C.L., Cedrola E. (2021). Heritage marketing e valorizzazione del territorio: il percorso verso l’innovazione sostenibile nel settore tessile e moda. Corporate Governance and Research & Development Studies, 1: 11-30. DOI: 10.3280/cgrds1-2021oa10566.
  4. Berrone P., Cruz C., Gomez-Mejia L.R. (2012). Socioemotional wealth in family firms: Theoretical dimensions, assessment approaches, and agenda for future research. Family business review, 25(3): 258-279. DOI: 10.1177/0894486511435355.
  5. Bertoli G., Busacca B., Ostillio M.C., Di Vito S. (2016). Corporate museums and brand authenticity: Explorative research of the Gucci Museo. Journal of Global Fashion Marketing, 7(3): 181-195. DOI: 10.1080/20932685.2016.1166716.
  6. Bertoli G., Resciniti R. (2013). Made in Italy e country of origin effect. Mercati e Competitività, 2: 13-36. DOI: 10.3280/MC2013-002002.
  7. Bonti M. (2014). The corporate museums and their social function: some evidence from Italy. European Scientific Journal, November, Special Edition, 1: 141-150.
  8. Brunninge O., Hartmann B.J. (2019). Inventing a past: Corporate heritage as dia-lectical relationships of past and present. Marketing Theory, 19(2): 229-234. DOI: 10.1177/1470593118790625.
  9. Burghausen M., Balmer J.M.T. (2014). Corporate heritage identity management and the multimodal implementation of a corporate heritage identity. Journal of Business Research, 67: 2311-2323. DOI: 10.1016/j.jbusres.2014.06.019.
  10. Carù A., Ostillio M.C., Leone G. (2017). Corporate museums to enhance brand authenticity in luxury goods companies: The case of Salvatore Ferragamo. International Journal of Arts Management, 19(2): 32-45. https://www.jstor.org/stable/44989691.
  11. Claver-Cortés E., Marco-Lajara B., Seva-Larrosa P., Ruiz-Fernández L. (2019). Competitive advantage and industrial district: A review of the empirical evidence about the district effect. Competitiveness Review: An International Business Journal, 29(3): 211-235. DOI: 10.1108/CR-08-2018-0048.
  12. Coleman L.V. (1943). Company Museum, American Association of Museums. Washington DC: The American Association of Museums.
  13. Cooke P. (1999). The co-operative advantage of regions. In: T. Barnes and M. Gertler, eds., The new industrial geography: Regions, regulation, and institutions. London: Routledge.
  14. Council of Europe (2005). Council of Europe Framework Convention on the Value of Cultural Heritage for Society (CETS No. 199). Faro, 27.X.2005.
  15. Danilov V.J. (1991). Corporate Museums, Galleries, and Visitor Centers: A Directory. New York: Greenwood Press.
  16. De Massis A., Kotlar J. (2014). The case study method in family business research: Guidelines for qualitative scholarship. Journal of Family Business Strategy, 5(1): 15-29. DOI: 10.1016/j.jfbs.2014.01.007.
  17. Deephouse D.L., Jaskiewicz P. (2013). Do family firms have better reputations than non‐family firms? An integration of socioemotional wealth and social identity theories. Journal of management Studies, 50(3): 337-360. DOI: 10.1111/joms.12015.
  18. Dunning J.H. (2015). The eclectic paradigm of international production: a restatement and some possible extensions. Journal of International Business Studies, 19(1): 1-32. DOI: 10.1057/palgrave.jibs.8490372.
  19. Esposito De Falco S., Vollero A. (2015). Sustainability, longevity and transgenerational value in family firms. The case of Amarelli. Sinergie Italian Journal of Management, 33(97): 291-309. DOI: 10.7433/s97.2015.18.
  20. Fontana A. (2013). Manuale di Storytelling: raccontare con efficacia prodotti, marchi e identità d’impresa. Milano: Etas Libri.
  21. Garofano A., Riviezzo A., Napolitano M.R. (2020). Una storia, tanti modi di rac-contarla. Una nuova proposta di definizione dell’heritage marketing mix. Il capitale culturale. Studies on the Value of Cultural Heritage, Supplementi, 10: 125-146. DOI: 10.13138/2039-2362/2460.
  22. Giaretta E. (2004). Vitalità e longevità d’impresa: l’esperienza delle aziende ultracentenarie. Torino: Giappichelli.
  23. Golinelli G.M., ed. (2015). Cultural Heritage and Value Creation. Towards New Pathways. Cham: Springer.
  24. Gomez-Mejia L.R., Cruz C., Berrone P., De Castro J. (2011). The bind that ties: Socioemotional wealth preservation in family firms. Academy of Management annals, 5(1): 653-707. DOI: 10.5465/19416520.2011.593320.
  25. Goulding C. (2000). The Commodification of the Past, Postmodern Pastiche, and the Search for Authentic Experiences at Contemporary Heritage Attractions. European Journal of Marketing, 34(7): 835-853. DOI: 10.1108/03090560010331298.
  26. Greffe X. (2009). Heritage conservation as a driving force for development. In: Heritage and beyond. Strasbourg: Council of Europe Publishing.
  27. Iannone F. (2016). Quando il museo comunica l’impresa: identità organizzativa e sensemaking nel museo Salvatore Ferragamo. Il capitale culturale. Studies on the Value of Cultural Heritage, 13: 525-553. DOI: 10.13138/2039-2362/1358.
  28. Iraldo F. (2002). Ambiente, impresa e distretti industriali. Milano: FrancoAngeli.
  29. Kaarbo J., Beasley R.K. (1999). A practical guide to the comparative case study method in political psychology. Political Psychology, 20(2): 369-391. DOI: 10.1111/0162-895X.00149.
  30. Lehman K.F., Byrom J.W. (2006). The corporate museum as branding tool. In: International Colloquium of the Academy of Marketing’s Brand and Corporate Reputation Special Interest Group, 7-8 September, Manchester, UK.
  31. Macario G., Santovito S. (2016). Le strategie di marketing internazionale attraverso il connubio tra il genius loci e i prodotti Made in Italy. In: Napolitano M.R. and V. Marino, eds., Cultural Heritage e Made in Italy. Casi ed esperienze di marketing internazionale. Napoli: Editoriale Scientifica.
  32. Martino V. (2013). Dalle storie alla storia d’impresa. Memoria, comunicazione, heritage. Roma: Bonanno.
  33. Miller D., Le Breton-Miller I. (2005). Managing for the Long Run: Lessons in Competitive Advantage from Great Family Businesses. Boston: Harvard Business School Press.
  34. Montella M. (2009). Valore e valorizzazione del patrimonio culturale storico. Milano: Mondadori Electa.
  35. Montella M.M. (2014). Nuovi strumenti di internal marketing e knowledge management: i musei d’impresa. Sviluppo & Organizzazione, 260: 66-74.
  36. Montella M.M. (2018). I Musei d’impresa. Heritage e total relationship marketing. Roma: Editrice Minerva Bancaria.
  37. Montella M.M., Cerquetti M. (2016). Il ruolo dei musei aziendali nel marketing del made in Italy: tipologie e posizionamento strategico. In: Marino V. and M.R. Napolitano, eds., Cultural heritage e made in Italy. Casi ed esperienze di marketing internazionale. Napoli: Editoriale Scientifica.
  38. Montella M.M., Silvestrelli P. (2020). Heritage e relationship marketing per le imprese agroalimentari italiane. Micro & Macro Marketing, 29(1): 71-92. DOI: 10.1431/96399.
  39. Montemaggi M. (2020). Company lands. La cultura industriale come valore per il territorio. Firenze: Edifir.
  40. Montemaggi M., Severino F. (2007). Heritage marketing. La storia dell’impresa italiana come vantaggio competitivo. Milano: FrancoAngeli.
  41. Moussa A., de Barnier V. (2021). How can corporate heritage identity stewardship lead to brand ambidexterity?. Journal of Strategic Marketing, 29(8): 706-721. DOI 10.1080/0965254X.2020.1786845.
  42. Napolitano M.R., De Nisco A. (2017). Cultural heritage: the missing “link” in the place marketing literature “chain”. Place Branding and Public Diplomacy, 13: 101-106. DOI: 10.1057/s41254-017-0057-7.
  43. Napolitano M.R., Marino V., eds. (2016). Cultural Heritage e Made in Italy. Casi ed esperienze di marketing internazionale. Napoli: Editoriale Scientifica.
  44. Napolitano M.R., Riviezzo A., Garofano A. (2018). Heritage Marketing. Come aprire lo scrigno e trovare un tesoro. Napoli: Editoriale Scientifica.
  45. Nissley N., Casey A. (2002). The politics of the exhibition: Viewing corporate museums through the paradigmatic lens of organizational memory. British Journal of Management, 13(S2): S35-S45. DOI: 10.1111/1467-8551.13.s2.4.
  46. Porter M.E. (1985). Competitive Advantage. New York: The Free Press.
  47. Porter M.E. (2000). Location, competition, and economic development: Local clusters in a global economy. Economic development quarterly, 14(1): 15-34. DOI: 10.1177/089124240001400105.
  48. Pulh M., Mencarelli R., Chaney D. (2019). The consequences of the heritage experience in brand museums on the consumer-brand relationship. European Journal of Marketing, 53(10): 2193-2212. DOI: 10.1108/EJM-03-2017-0233.
  49. Rindell A., Santos F.P., de Lima A.P. (2015). Two sides of a coin: Connecting corporate brand heritage to consumers’ corporate image heritage. Journal of Brand Management, 22(5): 467-484. DOI: 10.1057/bm.2015.20.
  50. Riviezzo A., Garofano A., Napolitano M.R. (2016). “Il tempo è lo specchio dell’eternità”. Strategie e strumenti di heritage marketing nelle imprese longeve italiane. Il capitale culturale. Studies on the Value of Cultural Heritage, 13: 497-523. DOI: 10.13138/2039-2362/1360.
  51. Riviezzo A., Garofano A., Napolitano M.R. (2021). Corporate Heritage Market-ing. Using the Past as a Strategic Asset. London: Routledge.
  52. Rose G. (2007). Visual methodologies: An introduction to the interpretation of visual materials (2nd edition). London: Sage.
  53. Seligson J. (2010). Corporate, culture? One part education, one part sales: This is the corporate museum. Museum, 89(6): 34-41.
  54. Spielmann N., Cruz A.D., Tyler B.B., Beukel K. (2019). Place as a nexus for corporate heritage identity: An international study of family-owned wineries. Journal of Business Research, 129(C): 826-837. DOI: 10.1016/j.jbusres.2019.05.024.
  55. Stake R.E. (2008). Qualitative case studies. In: N.K. Denzin and Y.S. Lincoln , eds., Strategies of qualitative inquiry (3rd ed). Thousand Oaks, CA: Sage.
  56. Swab R.G., Sherlock C., Markin E., Dibrell C. (2020). “SEW” What do we know and where do we go? A review of socioemotional wealth and a way forward. Family Business Review, 33(4): 424-445. DOI: 10.1177/0894486520961938.
  57. Tallman S., Jenkins M., Henry N., Pinch, S. (2004). Knowledge, clusters, and com-petitive advantage. Academy of management review, 29(2): 258-271. DOI: 10.5465/amr.2004.12736089.
  58. Teal E.J., Upton N., Seaman S.L. (2003). A comparative analysis of strategic marketing practices of high-growth US family and non-family firms. Journal of developmental entrepreneurship, 8(2): 177-195.
  59. Urde M., Greyser S.A., Balmer J.M.T. (2007). Corporate brands with a heritage. Brand Management, 15(1): 4-19. DOI: 10.1057/palgrave.bm.2550106.
  60. Wilson R.T. (2018). Transforming history into heritage: applying corporate heritage to the marketing of places. Journal of Brand Management, 25: 351-369. DOI: 10.1057/s41262-017-0087-8.
  61. Zellweger T.M., Nason R.S., Nordqvist M. (2012). From Longevity of Firms to Transgenerational Entrepreneurship of Families: Introducing Family Entrepre-neurial Orientation. Family Business Review, 25(2): 136-155. DOI: 10.1177/0894486511423531.
  62. Audretsch D.B., Keilbach M. (2008). Resolving the knowledge paradox: knowledge-spillover entrepreneurship and economic growth. Research Policy, 37(10): 1697-1705. DOI: 10.1016/j.respol.2008.08.008.
  63. Balmer J.M.T. (2013). Corporate heritage, corporate heritage marketing, and total corporate heritage communications. What are they? What of them?. Corporate Communications: An International Journal, 18(3): 290-326. DOI: 10.1108/ccij-05-2013-0031.
  64. Balmer J.M.T. (2017). Advances in corporate brand, corporate heritage, corporate identity and corporate marketing scholarship. European Journal of Marketing, 51(9-10): 1462-1471. DOI: 10.1108/ejm-07-2017-0447.
  65. Balmer J.M.T., Burghausen M. (2019). Marketing, the past and corporate heritage. Marketing Theory, 19(2): 217-227. DOI: 10.1177/1470593118790636.
  66. Balmer J.M.T., Chen W. (2017). Corporate heritage brands, augmented role identity and customer satisfaction. European Journal of Marketing, 51(9/10): 1510-1521. DOI: 10.1108/EJM-07-2017-0449.

Mara Cerquetti, Marta Maria Montella, Domenico Sardanelli, Corporate museums as heritage vehicles: A comparative analysis between family and non-family businesses in "CORPORATE GOVERNANCE AND RESEARCH & DEVELOPMENT STUDIES" 2/2022, pp 65-86, DOI: 10.3280/cgrds2-2022oa13773