A field study of Value-Based Management sophistication: the role of shareholders.

This paper responds to the call for more diffusion-theoretic work on sophistication and disposal of Value-Based Management (VBM) (Ansari et al., 2010). In particular, we examine how rational and social factors affect the VBM multidimensional construct sophistication and disposal (Burkert and Lueg, 2013). Our research is based on a longitudinal case study (Yin, 2003) of a private held Italian company. The results provide interesting findings on how shareholder characteristics and top management team (TMT) background influence VBM sophistication, as well as how little can be worthwhile to consider rational and social factors separately, since these factors have a "combined effect” in determining sophistication and dis-posal. While strategy and organizational structure are the main determinants of the potential of VBM sophistication (potential information needs), ownership structure and TMT background represent the precondition for VBM implementation. Tech-nology and perceived environmental uncertainty affect negatively VBM sophistication.