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When David Beats Goliath: Two Case-Studies in the Brewery Sector

  • Simone de ColleEmail author
  • Yves Fassin
  • R. Edward Freeman
Chapter
Part of the Issues in Business Ethics book series (IBET, volume 46)

Abstract

We analyze two exceptional episodes of two multinational breweries who, independently from each other, decided to close a small niche brewery in a small town, namely Pedavena in Italy (part of the Heineken group) and Hoegaarden in Belgium (part of the InBev group). In both cases, the initial decision of plant closing was ultimately reversed through actions supported by an alliance of stakeholders. We develop and apply three different conceptual lenses to analyze the cases—described as Amoral Managerial (Model 0); Applied Business Ethics (Model I) and Bounded Business Ethics (Model II), respectively—showing how with the integration of stakeholder theory in business ethics research (Model II) we can enrich our understanding of the implications of stakeholder engagement in the value creation process that can be otherwise denied (Model 0) or overlooked (Model I). Our two cases also show that when managers are missing opportunities for value creation, or destroying elements of the value creation process, stakeholder alliances can repair such a stakeholder equilibration failure.

Keywords

Stakeholder relationships Co-creation of value Industrial services Strategic change Single case study 

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Copyright information

© Springer International Publishing AG 2017

Authors and Affiliations

  • Simone de Colle
    • 1
    Email author
  • Yves Fassin
    • 2
  • R. Edward Freeman
    • 3
  1. 1.IÉSEG School of Management (LEM-CNRS 9221)ParisFrance
  2. 2.Department Innovation, Entrepreneurship and Service ManagementGhent UniversityGhentBelgium
  3. 3.Darden School of BusinessUniversity of VirginiaCharlottesvilleUSA

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