Luciana Paola Silvestri

Contact:

Send Email

Doctoral Student

Luciana Silvestri holds a BS in Business Sciences and an MBA from IAE Business School - Universidad Austral in Argentina. She is currently a doctoral student in Management at Harvard Business School. Previously, Luciana was a consultant at Accenture's Human Performance practice and worked primarily with clients in the Telecommunications and Media & Entertainment industries. She later executive-directed IAE Business School's Research Center for the M&E Industry in Latin America. In this capacity, she led research projects aimed at establishing how emerging consumers in the region relate to technology and content.

Luciana's research interests center around the relationship between organizational identity, strategy, and the business model. She is keenly interested in how change processes emerge and gain momentum, and is fascinated by dynamic capabilities, autonomous strategic processes, and business model innovation.    

 

    Publications

    Journal Articles

    1. Spinning the Wheel of Retailing: Innovation Platforms for Emerging Consumers

      This exploratory study identifies key pillars upon which innovative business models rely on in the Latin American retail landscape. First, using qualitative research methods, we delve into the minds of Latin American emerging consumers to uncover their needs and paradigms. In a region where retail innovation has traditionally been targeted at high-income consumers, we find a new breed of retailers that cater to the large mass of emerging consumers Second, we explore the avenues of innovation retailers have followed to serve this impoverished segment. We find that retailers' efforts to innovate have resulted in at least three original retail formats: one centered on providing access to durable goods, another centered on offering a wide assortment of goods and a convenient location, and the last one centered on incorporating design and quality. Based on the wheel of retailing theory, we show how these new formats are changing the structure of the retail industry in the region.

      Citation:

      D'Andrea, Guillermo, Luciana Silvestri, Leticia Costa, Fernando Fernandes, and Fabio Fossen. "Spinning the Wheel of Retailing: Innovation Platforms for Emerging Consumers." International Studies of Management & Organization (forthcoming).
    2. Systemic Coherence: Disney's Strategic Approach in Latin America

      Citation:

      Hatum, Andres, Roberto Vassolo, and Luciana Silvestri. "Systemic Coherence: Disney's Strategic Approach in Latin America." Harvard Business Review América Latina (March 2007).

    Book Chapters

    1. Media & Entertainment in Argentina: Doing business in a fragmented society.

      We explore the issues of vertical and horizontal fragmentation in Argentina by examining how consumers relate to media and entertainment content and technologies. We focus on belly-of-the-market consumers (the most affluent at the bottom of the pyramid) and observe the way they relate to products and services, move to acquire them, and build aspirations and dreams. Subsequently, we compare their behavior with that of high- and low-income consumers. Results evidence that both vertical and horizontal fragmentation are prevalent: belly-of-the-market consumers not only differ in their behavior with individuals of different socioeconomic characteristics, but also—quite strongly—among themselves. Fragmentation seems to be tied to four distinct factors: consumers' lifecycle stage, gender, income level, and degree of social embeddedness. Our findings have important implications for companies doing business in fragmented societies where the M&E industry is still awaiting major changes in structure, technology, and market offerings.

      Citation:

      Silvestri, Luciana, and Roberto Vassolo. "Media & Entertainment in Argentina: Doing business in a fragmented society." In Handbook of Spanish Language Media, edited by Alan Albarran. Routledge, in press.

    Presentations

    1. Organizational Identity as an Anchor for Adaptation: An Emerging Market Perspective

      There is little doubt that organizational identity—that which is central, distinctive, and enduring about an organization—mediates in adaptive processes. Exactly how this mediation takes place, and whether it is favorable or unfavorable to adaptation, must still be fully established. We add to the literature on identity and adaptation by exploring the relationship between these two constructs in family firms operating in an emerging economy. Based on measures of strength of identity, we examine how identity affects the adaptive processes of issue identification, strategic impulse definition, and implementation, where we look at pace of adjustment. We find that strong-identity organizations are able to foresee relevant changes in their industries, define adequate strategic responses, and implement them in an evolutionary (i.e., smooth) manner. Conversely, loose-identity organizations misread industry trends, incur in strategic paralysis, and must eventually enforce revolutionary (i.e., violent) changes in order to ensure survival.

      Keywords: Identity; Organizational Change and Adaptation; Family Business; Strategy; Emerging Markets;

      Citation:

      Hatum, Andres, Luciana Silvestri, and Roberto Vassolo. "Organizational Identity as an Anchor for Adaptation: An Emerging Market Perspective." Paper presented at the Academy of Management Annual Meeting, 2008.

    Other Publications and Materials

    1. Differentiation, Coordination, and Integration under Knowledge Interdependence

      Keywords: Knowledge;

      Citation:

      Silvestri, Luciana, Marlo Goetting, and Ranjay Gulati. "Differentiation, Coordination, and Integration under Knowledge Interdependence." December 2011.

          Area of Study

          • Management