Although some researchers tried to differentiate the term knowledge ecosystem (KE) from other types of the ecosystem (such as business, innovation) the exact meaning and definition of the term remains still blurred. The indefiniteness of KE is caused partially by the fact that not much research that would specifically mention KE has been published. In WoS, only 41 articles that use the term knowledge ecosystem in the title were indexed, and only 17 from them investigate KE in the knowledge management context. When searching not only in title but more broadly in the topic, 88 articles were found, and 28 were eligible. Thus, to truly investigate KE, the focus should be on other management disciplines which are interrelated with KE through knowledge intensity. Customer Knowledge Management or Closed Loop Supply Chain are disciplines that will be used in this study to suggest how KE can be conceptualised for further research. This paper is theoretical, and the main output is a conceptual model.

In this paper we investigate the existing limits of explanatory power of UTAUT2 as a source of consumer experiences and customer knowledge structuring. We apply a structured analysis of existing UTAUT2-based research to identify an extended conceptualization of UTAUT2 components in various contexts and with specific contextual add-ons. Based on pilot data collected in 2018 on digital wallets adoption (study 1) and barriers on musical streaming services adoption (study 2) we analyse 2 extended UTAUT2 models with PLS-SEM. The results of the analysis demonstrate consumer tendency to risk aversion (added variable) significance in the context of digital technologies usage, whereas effort expectancy and gender effects (original UTAUT2 variables) turned out insignificant in both studies. The results of the pilot studies preliminary confirm the research idea of UTAUT2 possible contextual limitations.

Active development of the digital economy influences all market agents, including consumers. Moreover, consumers become a driving force behind adoption of technology in their economic activities. They learn through this adoption process, developing both objective and subjective knowledge components. As an outcome, consumers’ satisfaction, trust, value and overall perception of a win-win nature of economic interaction are affected, influencing consumer performance, e.g. causing innate dissatisfaction or stimulating inferences of manipulative intent. Current conceptual paper addresses and critically revises existing research on measuring consumer digital activities, decomposing existing indices and screening them for consumer knowledge components. Most of the indices are biased towards objective consumer knowledge, while the large body of consumer research on the relevance of subjective components, associated, for example, with the overall marketplace perception, persuasion knowledge and skepticism are omitted and thus represent potential contribution to strengthening our understanding of the knowledge perspective of consumer digital performance.

Consumer knowledge is a crucial organizational resource which can help advance research and development or create processes which facilitate effective management of the organization-consumer relationship. Consumer objective and subjective knowledge discrepancy is one of the critical factors influencing consumer attitudes to product / brand and buying behaviour. This study aims to reveal the consumer knowledge discrepancy about added sugar discrepancy scenarios. Knowledge discrepancy can go in two scenarios: a consumer’s subjective knowledge is greater than their objective knowledge (overestimation), or their subjective knowledge is lower than their objective knowledge (underestimation). Both underestimation and overestimation may negatively affect consumer’s attitudes and behaviour. Therefore, it is important for organisations to proactively identify a possible knowledge discrepancy scenario, as well as manage negative impact on consumer attitudes to product and brand and buying behaviour. Empirical research was grounded by a positivist approach and quantitative strategy. Consistent with the quantitative, descriptive research design, a questionnaire was designed to measure the relevant constructs. The questionnaire consisted of three sections measuring objective and subjective added sugar knowledge and information related to the potential antecedent variables. Most of the variables were measured through a multi-item scale and were extracted and adapted from previous research. The data were collected from 432 residents of Lithuania. The findings have revealed that five possible knowledge discrepancy scenarios exist in the study case. The results of research increase understanding and ability to identify and manage consumer knowledge discrepancy. Following it, organizations become more flexible and gain sustainable competitive advantage.

In the last years the competitive landscape is experiencing a transition process from the industrial to the digital age. Digital innovations and digital transformation processes are increasingly influencing the productive system impacting in a disruptive way and revolutionizing it, modifying traditional operative system, introducing new forms of value and generating or innovating business models. Therefore, organisations that want to keep up with changing times have to implement as soon as possible digital transformation processes. So, they have to acquire culture, competence and digital skills that could allow them to continue to profitably innovate and interact with the innovative ecosystem within which they operate. In this regard, understanding what are the key factors influencing the organisation’s digital innovation capacity is becoming a relevant research topic. Based on a literature review, the study describes the key factors that allow an organisation to develop its digital innovation capacity and proposes a conceptual framework describing how organisation’s innovativeness turns into digital innovation capacity by leveraging and managing these key factors. This paper is based on a literature review on the concepts of innovativeness and innovation capacity. It analyses the most relevant studies that describe these concepts and proposes a definition of digital innovation capacity and a conceptual framework that describes how to lead an organization in the process of transformation of innovativeness into digital innovation capacity. In the current competitive scenario, the interest on digital innovation capacity is growing However, to date there are few attempts of revising the concept of innovation capacity under a digital perspective. Based on the results of a literature review, the study proposes a first definition of digital innovation capacity and analyses the factors underpinning its development. The paper offers valuable insights to organisations that want to embrace digital transformation challenges and that aim to develop a digital innovation capacity.

In the current political-economic scenario, creativity and innovation are even more considered as the key to the survival of organizations (Magadeley, W. & Birdy, K., 2009). Innovation is a high-risk process that hides various uncertainty factors and several barriers. The key challenge is how to innovate successfully and to cope with the innovation pace, rather than decide if it is worth innovating or not (Prajogo, D.I., & Ahmed, P.K., 2006). This paper aims to investigate the role of the creation and use of Innovation Laboratories to support companies’ innovation. Drawing on a literature review, this research proposes a working definition of Innovation Laboratories and a conceptual framework that describes their key hallmarks. This article is based on a literature review on Innovation Laboratories. Through a taxonomy it compares the most relevant studies that describe Innovation Laboratories and adopt different perspectives of analysis. The research is synthesised in a conceptual framework that helps to clarify the elusive concept of Innovation Lab and to formulate a working definition. The interest on Innovation Lab is growing in economic markets (Burger, T., & Hermann, S., 2010). However, to date there is a lack of exhaustive studies on the topic (Meyer, L.P., 2014) and the term Innovation Lab does not have an agreed definition (Memon, A.B., et al., 2018). The paper, through a literature review, provides a clear definition of Innovation Labs. The definition does not consider, like other researches has been to date, only structural and service-based perspectives, but it considers also a scope-based one. Moreover, the paper provides insights on how Innovation Labs impact on innovation capacity development. The paper provides a taxonomy of Innovation Labs that contributes to shed more light on a relevant phenomenon that is affecting the current innovation dynamics. Especially, the working definition of Innovation Lab offers valuable insights to all stakeholders involved in any way in building, deployment and exploitation of these peculiar innovation catalysers.

The SNCF Group (French Railway company) splits into different small companies. One of them is “SNCF Réseau” that is in charge of the management and maintenance of the 33,000km network and the 3000 stations. SNCF Reseau is often considered as a bureaucratic and rigid system no longer responding to the changing external and internal environment. We have conducted investigations in various fields of research to understand how to turn SNCF Reseau into a hybrid and malleable system. Our literature review highlighted that organizational innovation could be a key concept in this organization’s ability to evolve, renew, and perform. This paper presents the preliminary results of our study of factors influencing organizational innovation. This study is based on a systemic literature review and on an action research in collaboration with the digital direction and innovation of SNCF Réseau.

This paper explores the notion of strategic innovation and examines mediating mechanisms by which it ultimately contributes to competitive advantage for the firm. The underlying premise of the study is that an innovation effort may result in a variety of outcomes. For the purpose of this study, we narrow the possible outcomes to three possible outcomes: (1) differentiation, (2) learning and new knowledge creation, and/or (3) failed innovation effort. Further, the paper argues that the three outcomes are not mutually exclusive; that is to say, an innovation outcome typically encompasses elements of all three outcomes. The three innovation outcomes exhibit varying strategic and competitive impact and time horizons. Differentiation, typically manifests in a measurable, tangible outcome (e.g. a relatively short-term outcome enabling a premium-priced product or service) and is, of course, the sought-after outcome with most immediate strategic impact. However, innovation effort may, in fact, also result in secondary intangible outcomes such as learning, knowledge creation and (intelligent) failure (failure that enables the extraction of rich learning). This paper explores the proposition that despite often overlooked, these intangible innovation outcomes can, in fact, carry greater potential competitive impact for the firm in the long term, provided they are strategically managed. A conceptual model of strategic innovation is proposed that examines the critical linkages between the three innovation outcomes and mechanisms by which learning, knowledge creation and intelligent failure ultimately can contribute to competitive advantage. The conceptual model is tested empirically using a quantitative approach. Preliminary statistical analysis (factor analysis, regression analysis) identifies some key determining factors linking the various innovation outcomes, in particular, mechanisms by which intelligent failure can contribute to learning and knowledge creation in the firm. The analysis draws on empirical data derived from three different R&D organisations –differing in research intensity, size and maturity. The findings highlight key similarities and differences in how the three organisations manage their strategic innovation. The findings of this study are shown to be consistent with current thinking that links strategic innovation with organisational knowledge, practices and culture.

Despite the extensive literature on the start-up, an understanding of the main factors influencing innovative performances is still lacking. Our research adds to these previous works by conducting a literature review of the main factors that intervene, at multiple levels, to improve or reduce start-up performances. The study is based on a comparison of 133 articles in the innovation management field and follow the Tranfield methodology. Results highlights a multilevel nature of the various factors that affect start-up performances. The first level explores the main factors affecting performances within the organizational boundaries (Firm Level). The other three levels (Network, Competitive, Macro environment) show that the external environment can positively or negatively affects start-ups performances. The review reveals differences among the solutions adopted in each level summarizing the current state of affairs.

Hybridity and organizational fluidity are theoretical approaches that are increasingly challenging our thinking about management. These phenomena blur the previously clear institutional boundaries separating professions and organizational entities and will inevitably have implications for intellectual capital (IC) management as well as knowledge management (KM) more broadly. However, there has been little discussion about these implications, despite the practice of KM, and management more generally, have evolved and changed rapidly during the last decades. This paper embarks on a journey to weave connections to the theoretical discussions on hybridity and fluidity as a purpose of analysing their possible implications on management and especially managing knowledge. The research question this paper provides perspectives to is whether and how knowledge management approaches need to be adjusted to maintain their managerial relevance also when organizational environment gets hybrid and fluid. The main contribution of the paper lies in the recognition of avenues for future research in the areas of intellectual capital management and knowledge management.

In recent years an abundant literature has been focusing on the way U-I collaborations work and on the main factors and variables that affect the process. Some studies have related to the role of proximity in explaining inter-organizational collaborations and facilitating interactions between firms and academia. Others reflected on the different mechanisms adopted in order to manage the project in a successful way. In this paper we investigate which kind of coordination mechanisms are adopted and how they influence the U-I collaboration.

The forms of collaboration and the relationships among public and private actors are crucial to create value for regional development and to enable economic growth. Policy makers promote projects to stimulate innovation and to facilitate knowledge creation and diffusion. The paper aims to investigate the emergence of a network set up to develop a complex project. In particular, our work tries to investigate inter organizational relationships and collaboration among academic institutions, industrial organizations, researchers, policy makers and institutional actors participating to a common project to boost regional development. Firstly, our contribution focuses on the evolution of this network. Moreover, it analyses the role of different actors and the governance of the forming network studying the effects of collaborative processes on knowledge creation and diffusion. The project was set up to introduce and create a SEZ (Special Economic Zone) in the South of Italy (Campania Region) in order to foster regional development and to boost employment as well as local and national growth. The present preliminary study is part of an ongoing program including Universities, institutional actors and organizations from different industrial sectors. The research is based on a qualitative investigation using the case study approach. The findings could be a useful tool for institutional actors, policy makers, organizations and management to develop strategies to enhance local development. At the same time, it is essential to understand and assess the economic impact of the introduction of the SEZ, as proposed by the Regional Council (DGR No. 175 of 28/03/2018) on the entire regional economy. The observation of collaboration interactions while the network is forming is useful to understand the actors’ behavior and governance mechanisms. The development of clusters is a complex process linked to actors’ collaboration and to inter-organizational relationships. Integration task as well as roles in knowledge creation and collaboration among actors are key elements crucial for the development of the local areas.

In such a competitive world government’s effort is providing an effective procedure to develop the international market and economic. Special economic zone (SEZ) is regularly used as a tool for developing economic growth, to attract more foreign direct investment, enhance international interaction and boost the national trade, especially in developing countries. On the other hand, it seems clear that governments seek more effective procedure by involving other sectors in projects of SEZs. In Policy network approach the governments involve more private sectors for solving the general problems. To perform the analysis, we study the main characteristic of special Economic zones such as geographical locations, projects, type of zones, and organizational classifications as well as indicators that reflect the institutional framework: zone’s ownership, main authority, and management. The article presents a comparative analysis of SEZs institutional framework by considering the network policy approach in selected zones in Iran, UAE, and Kazakhstan. The results of this comparison between cases illustrate the main institutional framework, governing procedure, and effect of network approach in special economic zones.

Knowledge Management (KM) is vital factor to successfully undertake projects. The temporary nature of projects necessitates employing useful KM practices for tackling issues such as knowledge leakiness and rework. The existing Project Management Maturity Models (PMMMs) have focused on discussing Project Management practices, however, the management of project knowledge is yet to be addressed, at various levels of maturity. This research project was undertaken to investigate the mentioned gap for addressing KM practices at the existing PMMMs investigating how the knowledge being captured, managed, redistributed, shared and stored in the interviewed companies and the identification of the tools used to ensure that this occurs correctly and properly timed, to pursue continuous improvement and the success of the projects with the aim of sharing and promoting the development of the Project Management culture and Knowledge Management starting from the academic sphere, encouraging company’s growth and effectiveness thanks to: Improved business decisions thanks to facilitated access to expertise and to leading practices. Increased efficiency, productivity and work smarter by reducing cases of “reinventing the wheel”. Improved Innovation through wider and borderless collaboration. Reduced loss of know-how by capturing explicit and tacit knowledge. Speeded-up productivity with on-board trainings and timely access to knowledge. Increased client satisfaction by delivering value insights. Enhanced quality and ability to collaborate by standardizing ways of working and enabling discussions with leading experts. Due to the exploratory and inductive nature of this research, statistical methods were chosen as the research methodology. The web and free tool has been chosen to distribute the survey across the selected list of participants.

The present study explores organizing knowledge co-creation for radical innovation within knowledge ecosystem. Building on research on knowledge creation, innovation, and organizing, the study at hand understands knowledge co-creation as central basis for organizing and source of interdependence. Study sheds light on temporary and emergent organizing of knowledge co-creation within knowledge ecosystem. The findings of the study reveal that process of knowledge co-creation is cyclic in which each cycle builds on previous one. In addition, knowledge co-creation considers multidimensional orientation between technology, business and regulation throughout the process. Hence, beyond formal project organization, organizing knowledge co-creation is temporary, dynamic, informal, and follows cyclic and generative process. Specifically, organizing comprises activities of shared problem identification, shared goal setting, making experiments (testing), open demonstrations, and seeking internal and feedback and knowledge synthesis. Such an organizing enables contextual, situational, and flexible involvement of critical knowledge for the development of innovation, building novel business, and changing regulation. The paper discusses the findings and implications more detailed.

This paper aims to provide an explanatory representation of the concept of ecosystem by mean of a systemic review of a selected sample of research papers hinged on the study of ecosystems in the field of management and business. Reviewed papers were selected according to a multistep process and the following criteria: 1) coverage of a comprehensive range of business and management-related peer-reviewed journals chosen from Scopus database; 2) timeframe of the investigated topic restricted to the period 1993-2019; 3) papers mainly focused on providing a general framework on ecosystems drawn from research. This paper represents an attempt to give a systemic representation of the existing research on the definition of ecosystem. This study has implications not only for researchers, but also for business practitioners. By means of this literature review it is possible to properly interpret, according to the criteria selected, the concept of ecosystem as depicted in the field of management and business.

This paper proposes a theoretical framework that aims to support firms to adopt the processes of open innovation for implementing successful environmental strategies. The aim of this paper is to investigate the open innovation processes when firms should implement environmental strategies. Through a theoretical analysis, the study highlights the links between environmental strategy and open innovation practices focusing on specific theme of open sustainability innovation model. Drawing on and extending prior studies and practice oriented approaches to environmental strategies, this study identifies some relevant open innovation tools which may provide insights for more effective models of green management. Specifically, the theoretical framework suggests implications for practitioners by shedding light on the sources and methods to translate the transferred/shared knowledge into effective environmental ideas and therefore in goals and actions, to support the strategic decision-making.

If the “early modernity” contemplated the antagonism between high and low complexity, the transition to the new paradigm of so called global and digitized capitalism modifies this relationship in the direction of complementarity. Complexity, far from representing an entity to be compressed and simplified, becomes a source of value for the variety of products and processes and for the management of network interconnections. The notion of enterprise as a cognitive system, which uses knowledge as a source of sustainable competitive advantage and which continuously creates new knowledge from existing capacities provides researchers with a significant reading key to redirect itself into complexity and to give representation to the new organizations: from the model of the castle to the model of the network, of the widespread enterprise, in whose knots represent subsystems connected in a continuous dynamic of relationships, of knowledge and economic exchanges. In the context outlined, organizations face complex challenges in terms of changing business models and reconfiguring the value chain. In particular, new alternative paradigms emerge with respect to the concept of innovation in the traditional sense, such as that of open innovation. Unlike traditional innovation, based on the vertical integration of the innovative process and on defence, open innovation is based on the idea that the company can create value through a strategic path to open up to the competitive environment. The level of analysis is twofold. First, an exploratory comparative analysis was conducted with reference to companies that have embraced the “open” approach in their innovation processes, shedding light on the interconnections existing between the various organizational systems, whose complexity determines the spread of the network. A framework that we called SKIN was applied. Second, through the analysis of Enel Open Power case, attention will be paid to the role of the strategy in the management of the process of transition to a “network” type of business model with a special emphasis to the ecosystem concept where actors, technologies, and institutions co-evolve through their interactions and shared purpose.

The Italian banking system has profoundly changed during the last 20 years both due to the privatization of the major State banks and out of the greater use of market financing taken place on the stock exchange. Thanks to the M&A process, nowadays, banks are larger and more complex than in the past but, M&A is a dangerous process if it is not appropriately dealt. The major risks are related to the numerous different items that must be well managed during the transition period such as, e.g., employees and information systems. Concurrently, banks’ managers are being asked to incorporate the new features and changes deriving from the recent years’ digitization. These important changes, unavoidably, lead to the need to close branches reducing the number of employees which has repercussions on the relations that the bank has with the territory and this could compromise the economic local grow. The present work revolves around the idea of understanding which actions the managers could undertake to ensure that the relationship with the territory is not lost while facing exponential growth in size, caused by the M&A process, and the challenges brought about by digitalisation. The methodology used in the present paper is an ethnographic exploratory single case study where the information will be collected using semi-structured interviews. In this first part of a wider project, in addition to a literature review, the process required to elaborate the schemes of the semi-structured interviews is explained. The value of the work is interesting for scholars as well as for practitioners; in fact, from the analysis of the answers provided by managers it will be possible to learn a lesson regarding the actions that were carried out, but also about the activities that have not led to the desired results and therefore should be avoided. At the same time, this study could contribute to the academic debate as it allows us to add literature on management while selecting which prior author’s position to endorse, regarding the influence of managers’ behaviours on obtaining profitability in banking institutions.

The aim of this paper is to investigate the role of boundaries management when firms should implement open innovation. The paper is based on: the review of relevant literature on strategic management, firm’s boundaries and open innovation fields; a survey of a sample of Italian listed firms. Findings show, from a side, that open innovation and many modern paths growth are connected to the firm’s boundaries and, on the other side, that boundaries management play a key role for the implementation of open innovation. Indeed, we provide implications for practitioners by shedding light on the advantages and the risks that can jeopardize the successful outcome of opening up the innovation processes without the effective management of boundaries.