As the 21st century progresses, learning using the Internet has become essential for study success in higher education (HE). The Internet is the most widely used source of information today, and today’s students are more likely to learn through digital media than through traditional sources, like print textbooks. Students’ skills to competently use digital media are therefore of central importance. To measure these skills, there are many approaches and assessments, for instance, using student self-reports or simulation-based performance assessments. Over the course of increasing digitalization, digital performance assessments for measuring students’ skills are also becoming increasingly popular. They offer many advantages, for example, process data, such as log files and eye-tracking data, can be collected during the completion of a task. The process data collected in digital assessments provides a detailed observation of a participant’s task-solving process and the underlying thinking and learning processes. Based on a recent literature review by Zlatkin-Troitschanskaia et al. (2021), we performed an extended and in-depth structured document analysis of the current national and international research on collecting process data when using performance assessments to measure students’ use of digital media and online information in their academic studies. In this analysis, we particularly focus on the various research approaches to collect and analyze students response process data.

The adoption of new technologies for sustainability innovation is a theme of current interest in the scientific literature. In particular, the role of blockchain technology is gaining significant attention. Despite its recent introduction, a large number of publications have been produced on the topic. The aim of this paper is to provide a quantitative review of contributions on blockchain for sustainability innovation. The method of bibliometric study including performance and keyword co-occurrence analyses was used. The results show the performance of articles, authors, journals and countries in terms of productivity and citations, and a mapping of the intellectual structure of the research field. This work provides scholars with a comprehensive view of publications on blockchain technology and sustainability, facilitating the understanding of how to contribute to the advancement of research on this topic. For practitioners, this work provides an overview of the most important and current research findings from which to gain insights into techniques and strategies that best suit the implementation of blockchain in their organisations for sustainable goals.

In the age of information, with the internet and social media being progressively influential in the decision-making processes essential for democracies, critical thinking (CT) is an increasingly important competence (Nagel et al., 2020; Oser & Biedermann, 2019; Wineburg et al., 2019). Teachers play an essential role in fostering students’ CT by modeling their own competence in CT (Pettersson, 2019). Therefore, it is of high importance that teachers are trained and competent in CT. This presentation explores if CT is an intended and potentially implemented learning outcome in Swiss lower-secondary teacher education programs. We report the results of an analysis of the Swiss curriculum (322 documents) carried out on policy documents (macro-level), teacher-education program documents (meso-level), and course syllabi (micro-level) regarding the question whether CT is an integral part in Teacher Education. Additionally, we draw on the analysis of the lower-secondary school curriculum guidelines, the Lehrplan 21, and six semi- structured interviews conducted with teacher educators as representatives of the macro, meso, and microsystems. The results indicate that CT and most of its facets are expected learning outcomes in the intended and potentially implemented curriculum, although system levels differ. The most frequently mentioned facet is reaching a conclusion or recommending a course of action and communicating it coherently, justifying it with solid arguments, while by far, the least mentioned facet is analyzing and applying quantitative data to solve a problem or decide on a course of action. The results also show that in teacher education, the facets of critical thinking appear the most at the micro-level, in the potentially implemented curriculum, with little to no mentions at the macro and meso levels, in the intended curriculum. However, at the macro-level, in the intended curriculum of lower-secondary school education (Lehrplan 21), both CT and its facets are more frequently mentioned.

The Covid-19 outbreak has caused profound implications for companies operating in the so-called “high-touch industry”, where the experiential aspect plays a key role. To adjust to the new reality, new social forms that focus on value co-creation approach are needed (Ratten, 2020). This requires a more effective use of entrepreneurial passion aimed at alleviating social uncertainty due to the crisis by underlining the value derived from collaboration and shared practices (Bacq et al. 2020). This means to put attention on innovation and entrepreneurship that includes social value co-creation, in a logic of stakeholders’ engagement. Accordingly, the purpose of this study is to investigate on the ways to incorporate more social value co-creation and entrepreneurial approach to crisis management in hospitality industry during, but above all, after the Covid-19 pandemic. Social value co-creation is especially important for the hospitality industry because the survival and growth of hotels largely depend on creating and offering unique and tailored experiences for their customers. In this light, hotels that focus on social value co-creation and customer experience outperform competitors and report higher revenues (Roy et al. 2018). To reach the purpose of this research, this work proposes a conceptual framework based on the value co-creation behaviour and its main components. The study reveals how a critical situation such as the current pandemic leads hospitality companies to search for novel solutions taking into consideration the eco-system in which they play, focusing particular attention on the social value co-creation processes. The contributions of this study are twofold. As for the theoretical side, this study provides a conceptual framework based on social value co-creation and social entrepreneurship to put in evidence the need for stakeholders’ collaboration and collective action by integrating social purposes into daily activities carried out in the hospitality industry. Furthermore, it lays the foundations on finding the correct evaluation for new concepts of marketing in the hospitality industry to increase perceptions of future experiential intentions in a post Covid-19 world. From a practical point of view, this study will benefit marketers in the hospitality industry and provide them with an opportunity to understand how to create an environment that makes customers feel like social value co-creators of the overall tourist experience.

Corporate organizations are not what they once were. The advent of the information age and explosion of the Web have brought sweeping changes to the way businesses pursue profit. One such change—the marked increase in the use of teams—has attracted a great deal of attention among scholars and management practitioners alike. As numerous empirical studies and popular press articles have lauded teams for bolstering innovation, creativity, and productivity, businesses across the globe have embraced groupwork, touting it as critical to organizational success. But despite the rosy picture painted by the dominant discourse surrounding teams, the harsh realities are that (a) teams vary wildly in their effectiveness, and (b) team-related conflicts are a major source of stress in the workplace. In this paper, I explore one dimension of the dominant discourse of teams— that adults can manage workplace conflicts without supervisory intervention. More specifically, I examine a few of the ways that that discourse impacts teams, team members, and their willingness to share knowledge. I also draw on two important streams of research from the fields of psychology and education to suggest alternative methods of conceptualizing and structuring modern day teams with an eye toward helping organizations to access, more fully, the vast stores of knowledge which each team member has to offer.

The Covid-19 pandemic is radically changing the national and regional health systems. Technological innovation represents a solution capable of solving some of the key points of the pandemic emergency, specifically the speed of response, the need to maintain social distances and support for patient autonomy. In recent years, the potential of the new paradigm called “Internet of Things” (IoT), and its applications in the healthcare sector, has attracted the attention of scholars, practioners and policy makers (Atzori et al. 2014, 2017; Dhanvijay and Patil, 2019). The application of IoT has allowed the introduction of digital technological solutions capable of responding to the new cost containment and social challenges that the healthcare sector is facing. Mobile health (M-health) represents the most promising IoT applications in the healthcare sector. In fact, during the lockdown that the Covid-19 pandemic imposed, medical visits were reduced to limit face-to-face contacts. M-health technology have enabled healthcare professionals to continue delivering healthcare services by monitoring patient parameters, providing timely medical care or information. The impact of the implementation of the IoT in healthcare has gained more and more attention in the academic and industrial world. Kai and Ahmed (2013, pp. 1016-1020), point out that the combination of M-health and the Internet of Things (IoT) can make life easier for patients and doctors. The growing number of smartphones allows for a rapid spread of health monitoring apps. The spread of this combination of M-health and IoT has ignited the academic debate on the creation of a smart community in the health care sector. Giorgini (2006) identified the main players in M-health: User/Patient, hospital, doctor, Health Authority (HA), Medical Information System (MIS). In this study, we consider M-health technology a mechanisms of knowledge transfer. This study aims to provide an overview of the smart community concept in healthcare, focusing attention on mobile applications (M-Apps) used during pandemic period. In order to achieve this, this study is based on qualitative and deductive approach. This aims to build the theoretical premises regarding smart community in health sector and E-health innovation, with particular reference to Mobile applications (M-App). This phase was set up as a definition of a theoretical framework that allows us to understand how to analyze the phenomenon being observed. In the second part, a taxonomy of the M-apps created and used by the Italian regions as a support tool for the emergency from Covid-19 is reported. The data/information used in this research is the result of the analytical study on the M- App issued by the Italian regions and the M-App issued by the Italian Government (IMMUNI). The apps considered have common characteristics. Specifically, the M-Apps are officially released and approved by the regions as tools to combat Covid-19 and are present in the most popular operating platforms (Play Store and iTunes). The identified M-Apps were subsequently classified according to the type, technical functionality, description, number of downloads, and user feedback. The results of this study also highlight how the use of M-apps allows to improve the efficiency of the healthcare sector and support the doctor-patient relationship. In addition, the results put in evidence like the concept of smart community, smart city is nebulous and has undefined theory (Harrison & Donnelly, 2011; Chourabi et al, 2012; Goodspeed, 2014; Tok et al, 2014; Albino et al 2015). In particular, the definition and construction of a smart community in the healthcare sector is still unexplored.

With the introduction of the third mission concept, universities have been increasingly asked to perform different activities besides teaching and researching, outreaching knowledge outside their boundaries and assuming a leading role in fostering innovation in modern knowledge-intensive societies. However, how do the three academic missions pursued by entrepreneurial universities interact with each other? To what logics do they refer? To address these questions, organizational logics are leveraged as a theoretical lens in this study. Thus, a qualitative system dynamics model (i.e., a causal loop diagram) was developed to investigate how entrepreneurial universities respond to logic multiplicity, providing different implications for both researchers and policy-makers.

During the 21st century, digital technologies have developed exponentially, leading society to experience a fourth industrial revolution. One of the sectors most affected by the Digital Transformation is the AgriFood sector, traditionally not very inclined to innovation, revolutionized not only in terms of improving efficiency but also for the realization of responses to new food safety requirements. Within AgriFood sector several changes and innovations are affecting the management of the entire Supply Chain (production, logistics, etc.) where the combination of tradition and innovation still implies certain challenges today. The research analyses how digital technologies such as mobile computing and big data analytics are innovating the sub-chains of bakery products and pasta within agrifood sector with reference to the activities related to customer interactions, delivery and marketing during the Covid-19 pandemy. Moving from a critical literature review about the perspectives of digital technologies within the tradition of Agrifood sector, an action research has been adopted to analyse in deep a case study of the start-up “ArteBianca Delivery” located in south Italy. Insights about the digital transition realised through the adoption of methodology for assessing the level of digital maturity of companies defined Digital Maturity Model (DMM) is presented to support the digital innovation of companies belonging to more traditional sector. Finally, the development of a KPI – Key Performance Indicators tool applicable when measuring the performance of start-ups has been developed to support decision- making of family business entrepreneurs.

The paper aims to pointing out the hybridization paths that organizations could embrace to try combine profit, economic sustainability and to reach – at the same time – their social mission. The work intends to contribute to organizational and strategic management literature by focusing on the emergence of hybrid organizations through the analysis of a project of urban regeneration. Through a case study analysis, our research deals with organizations that through a project of re-functionalization boost environmental and economic development, creating a community of cultural and creative actors. Our findings highlight how hybrid organizations can promote social activities, job inclusion and training emphasizing the principles of cooperation, sustainability, and social entrepreneurship.

Innovation is a fundamental process for the development of a prosperous and dynamic economy in this post-Covid era. The use of the Rao and Weintraub Model (2013) allows us to have an X-ray of the innovation culture of various organizations through the vision of general managers and/or founders. When these types of tools are used, it is possible to provide invaluable assets to decision makers for the promotion of elements towards a solid culture of innovation in a region, since it allows the identification of dynamics and practices in a sample of companies. In the case of the study, the application of the instrument was carried out between the months of July to September 2021 to 177 managers and/or founders of small and medium-sized companies in the state of Guanajuato.

Green Business Models Innovation and Development are in 2022 object to heavy investments. Businesses competences – employees, organisational systems and culture – are under high pressure to be changed into being green including unlearn existing knowledge of yester days business practice – pushed to adapt green knowledge and develop new green competences. This is maybe the largest and most challenging knowledge transfer and competence innovation and development process – businesses have ever been requested to do. According to UN Climate report this change is a must to prevent disruptive climate change and prevent the earth to collapse. The paper address some initial studies on the overall question – How can businesses measure, innovate and develop Green Knowledge and Green Business Model Competences – specifically to their human resource, organizational systems and culture and to their business value networks BM Competences?

This paper deals with a case of organizational change “triggered” by a process of digital transformation. More specifically we refer to the management of change activated in the Supreme Court of Cassation and related to the introduction of the on-line civil trial (Processo Civile Telematico, PCT). In this case change management has been designed in accordance with a participative logic, high involvement and cooperation of the various organizational actors with the aim of re-designing activities and work processes according to a bottom-up model. In this setting, change is related not only to the innovation of rules and procedures, but above all, to the management of people, through the adoption of an approach that can we term as “behavioural”.

Health systems face many challenges. New technologies are believed to be a solution to these problems. The digitalization of the health care system plays a significant role in improving health care, as well as in planning and financing health services.However, addressing these issues with the digitalization of health care will involve the correct use of technologies. health systems, be they big data or artificial intelligence tools for the surveillance, planning and management of “personalized data” in the form of universal electronic recording systems and personalized treatment protocols. Digitalization therefore represents one of the most effective responses to the growing pressures to increase the quality of health ecosystems while reducing their costs. ICTs offer opportunities to reconcile the ability to leverage current resources with the ability to move away from them to explore new and better ways to deliver value. In a strategic value-building perspective, the healthcare organizations decided to develop knowledge-sharing strategies by encouraging knowledge codification with the help of Information Communication Technology (ICT). ICT provides a wide spectrum of tools and means to facilitate value creation. On these premises the paper analyze implementation and use of ICT tools like the EMR and EHR in Italian public and private health care sector, analyzing the state of the art in the dissemination of theese applications within the Italian healthcare context.

Global economic development cannot be dissociated from global warming and sustainability concerns. The existence of supranational institutions such as the United Nations favour the process in the sense that they can share their vision, which is both global and inclusive. Nevertheless, the ultimate actions are undertaken by economic actors, such as companies and consumers. On the companies’ side, sustainability issues have been identified on second, third and more upstream suppliers. The responsibility in dealing with sustainable issues of their suppliers can be attributed to the companies, so the role of multinational companies such as Amazon is clearly very relevant. They possess the financial and technological means to generate a positive impact on the sustainability of their suppliers. A possible way to handle it is by implementing strategic alliances between the company and its suppliers. This is the rationale under the Vendor Flex model of Amazon, in which we focus in this research. The Vendor Flex model is based on the use of Amazon’s technology and labour to make a better use of supplier’s assets, while providing a better service to Amazon’s customers, especially in high demand seasons, such as Black Friday or Christmas. At the same time, mileage of merchandise transport is reduced, allowing Vendor Flex model to have a positive impact in sustainability. However, as any other strategic alliance, Vendor Flex has several issues in terms of governance, that are dealt with in this research.

During the last two decades, lean healthcare has received increasing attention from both researchers and practitioners because it plays an imperative role in quality and safety clinical process improvement. Although there is much evidence of the positive results of the paradigm implementation at the micro level, only in few cases the methodology is implemented at meso level or improvements are observed at organizational level. Among the main factors leading to the failure of meso implementation is the lack of widespread knowledge of lean tools and concepts within the organization. The lean implementation process at the meso level require high efforts to manage the transfer, sharing, integration, and transformation of lean knowledge within the organization. Thus, many researchers have positively assumed knowledge management (KM) as a critical success factor of lean sustainability and meso implementation. Although, the relationship of KM and lean sustainability have gradually become a hot topic, few scholars have investigated this issue in healthcare sector. Based on the key characteristics of the implementation process, this article aims to bring out the relationships between lean tools, KM and lean sustainability in hospital setting. In particular, by using structural equations modelling, an in-depth exploration of how the KM system mediates between lean tools and lean sustainability is conducted in Italian hospitals. Results provide some relevant insights for hospitals applying the lean paradigm namely: KM is a critical success factor in disseminating and sustaining lean methodology and lean knowledge degree is strongly influenced by the use of lean tools.

Numerous articles demonstrate how supply chain models have evolved, affecting their organisational configurations, goals, and natural relationships between suppliers and customers. Today’s supply chain is a multi-objective system traversed by numerous resource flows, but the behaviour of knowledge flow within the supply chain is not entirely understood. Numerous previous contributions have concentrated exclusively on relationships with clients and first-tier suppliers (FTS), with little or no attention paid to relationships with second-tier suppliers (STS). This article proposes a hybrid model for comprehending the process of knowledge diffusion within a triadic relationship between the customer, FTS, and STS. The model is based on two major approaches to these problems that have been proposed in the literature: Analytic Hierarchy Processes and Fuzzy Set Theory. We can determine how the triadic relationship can account for knowledge diffusion through the supply chain by examining a sample of 18 supply chains. More precisely, the research establishes a taxonomy that elucidates the role and behaviour of FTS throughout the supply chain. Numerous FTSs were identified and classified in four distinct areas. From the proposed taxonomy, this research suggests implications for customers and suppliers and delineates further additional research.

In recent decades, digital transformation processes have significantly impacted the new forms of flexible work. This demand for work flexibility has spread rapidly due to the COVID-19 pandemic (Foss, 2021; Stich, 2020). The current pandemic emergency, which began in February 2020, has had several waves that have resulted in significant changes, especially in public organizations. Many public organizations faced a greater degree of uncertainty. To manage uncertainty, the first organizational response was the massive use of smart working (SW) to ensure operational continuity (Mascio et al., 2020, Todisco et al., 2022). Smart working is a new form of work to ensure greater spatial and temporal flexibility for employees to improve individual well-being and organizational efficiency (Bednar and Welch, 2020; Ellerton, 2015). However, the introduction of smart working has created difficulties in non-resilient organizations, especially in the coordination and objectives clear definition that each employee must achieve. Therefore, adopting new methodologies and approaches to manage activities and new working tools is necessary to improve communication. The description of a new working relationship is no longer on control but trust and responsibility. More employee responsibility, aimed at ensuring an increase in organizational productivity, is based on identifying and implementing well-defined objectives, forsaking old organizational models based only on physical presence in the office, and implementing a routine. In this rapidly changing scenario, public management plays a key role in addressing the challenges arising from the pandemic emergency. (Ansell et al., 2021). On the one hand, public management must make smart working effective, intervening in optimizing projects and clearly defining the objectives to be assigned to employees. On the other hand, public managers must translate the challenges of smart working into development and growth opportunities for their organizations, promoting greater organizational resilience in public organizations focused on projects. Based on these premises, through interviews conducted with ten public managers of public administrations at the local Italian level, this article aims to understand how public management, during the pandemic emergency, was able to intervene in the definition of objectives for public employees. Furthermore, another aspect on which the following research work focuses is understanding how public management has managed to optimize significant projects for its administrations by adopting new methodologies and work approaches for the activities’ management in their administrations.

The COVID-19 pandemic exposed existential public health and economic fragilities of the aviation industry. To prevent future public health disruptions, the industry is gaining interest in becoming more “resilient” but rarely elaborates on its meaning, hampering the development of a long-term strategy. When looking into academic literature it seems that a proliferation of resilience-related concepts occurred. Although enriching resilience, it also dilutes its meaning and reduces its use for practice. This paper aims to create concept clarity regarding resilience by proposing a novel “framework of resilience”. Based upon a scoping review, this framework dissects resilience into four reoccurring traits: fragility, robustness, adaption and transformation. When applying this framework in the aviation and public health context, the transformative trait seems lacking in current strategies. Since transformation is assumed to be an essential trait for creating long-term resilience in turbulent times, it is recommended to further explore its use and value.

The increasing socio-economic uncertainty and the new challenges and opportunities of digital revolution are forcing organizations to anticipate changes and boost more and more their innovation processes in order to maintain their competitive advantage. Managing knowledge and improving learning dynamics are essential to foster innovation and successfully embark on digital transformation journey. Knowledge Management (KM) may be viewed as a systematic, articulated and intentional process that is supported by the creation, transfer, storage, and dissemination of knowledge throughout and outside organization, to achieve organizational excellence, competitive advantage, and transformative process (Corso et al., 2003; Nonaka and Takeuchi, 2019). Within this scenario, organizations appear increasingly committed to adopting initiatives aimed at developing the organizational skills necessary to deal with the transformation processes required by the 4.0 industry. In such a prospect, the study attempts to shed more light on the assessment of KM 4.0 initiative aimed to develop knowledge and competences to capitalize digital transformation. Drawing on the results of a literature review about the evaluation of KM initiative in the era of Industry 4.0, the study proposes a tool to assess a training initiative. Then the research tests the assessment tool with a multiple case study approach. The multiple case study is based on the evaluation of KM initiatives, i.e. training courses, for the development of skills for business 4.0, implemented by 21 Italian SMEs with the aim to increase the skills necessary for their digital transformation. Summarizing, this paper contributes to further developing the literature on KM 4.0 by shedding more light on the assessment of KM initiatives. The study provides an assessment tool and focuses on the effects of KM initiative, i.e. training course, aimed to improve company’s knowledge and competence for dealing with digital transformation.

In the current turbulent socio-economic scenario, new spaces to foster innovation and boost learning are acquiring increasing importance, becoming key objectives for public and private organizations. These spaces may be described as spaces of interaction between individuals, their behaviors, and the external environment (Morris, 2020; Ellis e Goodyear, 2016). Today’s companies need more and more to improve and foster their processes of knowledge creation, sharing and transfer and properly managing learning spaces. Learning spaces can be considered places where knowledge is created, shared, and applied; therefore, they can be found in every organizational and geographical context in which generation and application of knowledge are key factors. (Kuuskorpi et al, 2011). Although several studies have discussed the features of learning space, especially in educational contexts, there is still a gap regarding a comprehensive view of the distinguishing dimensions of this space in an organizational context (Ryan, 2016; Basye, D. et al, 2015; Menninen et al, 2007). Identifying the key dimensions characterizing a learning space would help better manage and assess its performance. In such a prospect, based on an extensive review of literature, this study analyses the evolution of the notion of learning space, its features and main performance dimensions and proposes a holistic definition of learning space by highlighting its main dimensions, in educational and organizational contexts. The research results synthesize data and knowledge gathered from the literature review and offer implications and insights both for theory and practice. In fact, the findings suggest specific variables and dimensions to consider in assessing and managing learning spaces. From a practical viewpoint, the paper provides managers with a conceptual framework for the assessment and the management of organization learning space.