Value Creation and Knowledge Loss: The Case of Cremonese Stringed Instruments

Organization Science, 2013, 18(3): 403-419

Posted: 26 Jun 2016 Last revised: 25 Jul 2023

See all articles by Gino Cattani

Gino Cattani

New York University (NYU) - Leonard N. Stern School of Business; New York University (NYU) - Department of Management and Organizational Behavior

Roger L. M. Dunbar

New York University (NYU) - Department of Management and Organizational Behavior

Zur Shapira

Leonard N. Stern School of Business - Department of Economics; New York University (NYU) - Department of Management and Organizational Behavior

Date Written: December 1, 2013

Abstract

To understand how the value of cultural products is determined, one must consider how evaluations evolve over time and have an impact on the conditions supporting knowledge development. If evaluations do not fully recognize the potential value of a cultural product, the associated knowledge — especially tacit knowledge — may be lost rather than passed on, thus jeopardizing subsequent attempts to reproduce the valued product. We examine these dynamics by studying how value was attributed to Cremonese stringed instruments. The value the Cremonese masters created was first recognized in the 16th century, and in the early 18th century, new methods to strengthen instrument sound and sonority were developed. However, the value of these new developments was not widely recognized until the 19th century, when, in evaluating musical performance, performers, critics, and public audiences took over from royal courts, and they selected Cremonese instruments as the best for performing the emerging Romantic music. We consider how the dynamics of value determination over time have implications for knowledge management processes.

Keywords: Field, value creation, knowledge loss, apprenticeship, historical case, stringed instruments

Suggested Citation

Cattani, Gino and Dunbar, Roger L. M. and Shapira, Zur, Value Creation and Knowledge Loss: The Case of Cremonese Stringed Instruments (December 1, 2013). Organization Science, 2013, 18(3): 403-419, Available at SSRN: https://ssrn.com/abstract=2800346

Gino Cattani (Contact Author)

New York University (NYU) - Leonard N. Stern School of Business ( email )

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New York University (NYU) - Department of Management and Organizational Behavior ( email )

44 West 4th Street
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Roger L. M. Dunbar

New York University (NYU) - Department of Management and Organizational Behavior ( email )

44 West 4th Street
New York, NY 10012
United States

Zur Shapira

Leonard N. Stern School of Business - Department of Economics ( email )

40 West Fourth Street, 7-06
New York, NY 10012
United States

New York University (NYU) - Department of Management and Organizational Behavior ( email )

44 West 4th Street
New York, NY 10012
United States

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