ABSTRACT
Armed with our theoretical exploration and the findings from both our qualitative and quantitative studies, we conjecture that centre-led pricing is a critical element of the organizational design for pricing. We propose a different definition of pricing centralization which is not related to power and pricing compliance but associated with the diffusion of pricing knowledge, the support of pricing decisions and the creation of pricing intelligence and intellectual capital in firms. Our conclusions also indicate that firms using value-based pricing have adopted the centre-led management design to pursue an organizational transformation of their pricing orientation.
