The EU Strategy for Sustainable and Circular Textiles outlines a comprehensive approach to promoting sustainability in the industry, including the use of recycled and renewable materials, circular business models, the uptake of sustainable innovations, and the reliability of sustainability knowledge. Literature suggests that the promotion of sustainability knowledge spillover within the textile industry can have an impact on the overall textile business in terms of social, financial, and environmental sustainability and its overall competitive advantage. This paper aims to explore sustainability knowledge spillover in the textile industry. Empirical data is gathered through qualitative interviews conducted with small and medium-sized enterprises (SMEs) in the textile industry located in Finland.

The solution to modern society’s wicked problems lies in collaborative efforts that extend beyond traditional boundaries of public, private and plural sectors, i.e. in hybrid organizational settings. For example, tackling societal problems, a collaborative knowledge sharing strategy can be shaped in the form of a Knowledge Management (KM) strategy that can enable to gain competitive advantage of organizations. Given the challenges of modern society, it is crucial to develop pertinent knowledge sharing strategies and associated collaboration activities to capture and integrate different stakeholder perspectives to create real organizational value. Capturing the most potential values from value co-creation (VCC) requires the integration of steps from different approaches because VCC can happen through effective knowledge sharing in organizations. Thus, this study conducts a short review to develop an understanding of the existing literature frameworks and approaches of VCC and illuminate the knowledge sharing perspectives in VCC research. This study offers following theoretical contributions to VCC from the perspective of knowledge sharing strategies. Firstly, this study provides a holistic view of VCC from the relevant value dimensions of knowledge sharing strategies and elements of collaboration activities from stakeholder perspective in hybrid settings. Secondly, this study enriches the VCC research by building on the current understanding on the role of knowledge sharing strategies in VCC. In this work-in-progress paper, a literature review of collaborative knowledge sharing strategies and especially the role of knowledge sharing in the value co-creation in multiple sectors and contexts are examined. The importance of value dimensions, such as collaborative knowledge sharing strategies and value elements as collaboration activities in VCC processes for all stakeholders, is highlighted by our study. However, the value elements and dimensions that have been considered need to undergo testing and validation across various research streams.

The article presents the mapping and representation of knowledge flow elements. The elements of the knowledge flow are divided into basic attributes and influencing aspects. Base attributes are the essential elements of the flow and include sender, receiver, knowledge, channels, and context. The influencing aspects of the flow are accessory elements and include barriers and facilitators. Barriers, such as lack of experience and work overload, can inhibit flow, while facilitators, such as technological mechanisms and institutional support, can enhance it. The research involved a theoretical and empirical approach in two stages: a bibliographical study and a semi-structured verification interview. The elements of knowledge flow were mapped, represented and verified. The conclusion is that knowledge flow management aims to improve the efficiency of how knowledge flows and its interrelationship with people, processes and technologies. The context of the innovation lab is conducive to the flow, allowing knowledge to flow between people and achieve its goal.

Despite the growing interest in the application of AI in the public sector, there is a lack of in-depth studies on how generative AI can be used specifically to improve the legislative process. This article aims to fill this gap by investigating the potential of tools as an example to automate routine tasks, thus contributing to the advancement of knowledge about the implications of generative AI in the drafting and analysis of laws. Among the proposed uses are the automatic generation of drafts, summaries, and legislative opinions, which can speed up and facilitate the work of advisors and parliamentarians. Furthermore, these AIs can more easily identify potential inconsistencies or incoherences in law proposals, resulting in clearer and more objective texts. The article also highlights the need to establish ethical guidelines for the responsible use of technology in the legislative branch. The research was conducted using the integrative literature review method, and articles collected from the Ebsco, Scopus, and Web of Science databases were analyzed. Within this context, the research aims to provide new insights for the debate on how parliaments can incorporate these new technologies in the best possible way into their processes.

This paper explores the challenges of implementing knowledge management (KM) practices within the rigid structures of public service, specifically in the field of police intelligence. Public services are characterized by stringent protocols that are essential for maintaining consistent and reliable service delivery but often hinder the adoption of innovative practices. The study highlights the crucial shift from tacit to explicit knowledge management to enhance organizational effectiveness and facilitate innovation in public sector environments, which are typically resistant to change. Through a qualitative case study approach, this research documents and analyzes existing KM practices in public security organizations, emphasizing the transformation of internal processes to improve operational effectiveness and service quality. Key initiatives include the development of an action timeline to document investigative processes, the use of post-action reviews for continuous improvement, and the establishment of a case exchange lab to foster interdepartmental knowledge sharing. The findings suggest that integrating robust KM practices can significantly enhance operational standards and collaborative efforts across units, thereby improving the overall effectiveness of public security services. The paper concludes with recommendations for further integrating KM tools that are adaptable to the dynamic and confidential nature of police work, ensuring rapid and effective responses in public safety operations.

With the premise that innovation and diffusion of technology is both an individual and collective act, this paper intends to explore the invention and diffusion of TOSCA Toolkit for Open and Sustainable City Planning and Analysis, an open-source Geographic Information Systems tool that is an innovation in the field of urban planning. An exploration of the development (invention) of a new tool like TOSCA to the spread (diffusion) of the tool to different parts of the world through pilots consolidates new knowledge that contributes to the development of a strategic framework in upscaling TOSCA as a technology that is going beyond smaller pilots. In the field of innovative urban development, free and open source software (FOSS) is increasingly becoming important, in view of the growing streams of urban data that are fuelling the digitisation of the planning profession. In the Global South, the implementation of FOSS offers a solution to vendor lock-ins and expensive proprietary software, however, challenges of lack of data and lack of knowledge on GIS continue to be challenges. Research has shown that geospatial tools remain dominant tools in open source urban development, with future research directions pointing to the development of open source tools to support other stages of the urban planning process. An emerging knowledge management cooperation model has identified core roles necessary for future successful projects of TOSCA. Building on this model, this paper intends to explore specific challenges encountered in the upscaling of TOSCA in the Global South. As an innovation that may be defined as both a product and process innovation, TOSCA combines technology, or explicit knowledge with internal knowledge and know-how, or tacit knowledge. In combining this internal knowledge with technological innovation, TOSCA is in a moment of transition from prototype to a product. Identification of the driving factors behind scaling up TOSCA will lead to the understanding of possible methods and ultimately, a strategic framework that identifies the major gaps encountered in the scaling up of open-source spatial digital technology for governments, institutes and citizens in the Global South.The identification of such gaps will ultimately bring new knowledge to identify new strategies to accelerate the uptake of TOSCA in previously chosen locations in addition to future locations with a focus on low-resource and rapidly urbanising contexts.

To evaluate the impact of a cultural initiative is a complex endeavour. We will analyse the topic on the example of European Capitals of Culture. Their coming into existence is highly entrenched with emotions, at the beginning often pushed by enthusiastic members of mostly small groups, overcoming the obstacles of a bidding-process, finally, in case of winning the title, trying not to become victims of success. There are moments of disenchantment when management and politics cause controversial decision-making. Also, it is often ambivalent what the legacy will be. In addition, there is evaluation: A distant, indicator-driven attempt to gain transparency of initial ambitions, what took place in the title-year and will probably remain after. Do these constructions of ambitions, ‘reality’ and its assessment go together? Where are the limits in representing what a European Capital of Culture means, and to whom? What are consequences on practical and theoretical level because of perceived differences between organizational life and its evaluation? We refer to these topics in our research on evaluation by taking an empirical view, presenting an in- depth case study of the European Capital of Culture Matera-Basilicata 2019 in diverse phases of its becoming. Each phase within the lifespan of this temporary organization is to characterize by specific merits and limitations of its evaluative activities. The rationale of evaluating European Capitals of Culture, deconstructed against the background of critical perspectives on evaluation research, supports a skeptical turn in evaluation research. We delineate a possible development of evaluation by referring to aesthetic perspectives in and on evaluating European Capitals of Culture. Hereby, we refer to artists in residence and city writers as role models and learning fields.

The core objective of this work is empirically to observe and to test sustainable innovative supply chain redesign through the investigation of the new ways to carry out R&D activities by supply chain actors, and also the type of involvement of these in the supply chain technological heritage redesign. The research presents the first results of a study on green supply chain management with reference to the most relevant strategic decisions by economic operators (food firms, Farmers, etc.) and not economic (innovation communities, start-up, etc.) on a wide range of evolutionary phenomena in the way of doing business. The critical yet underexplores in this sector role of innovation diffusion in sustaining digital innovation in evolutionary supply chain systems are examined. Although technological innovation is the cornerstone of this research, our results theoretically contribute to new ways of doing business in modern supply chains by highlighting the importance of the platform relationships, understood as formalized technological-operating procedures, and recognized by the operators (innovators, suppliers, buyer-firms, information services providers) of supply chain. The analysis of disruptive innovation diffusion in the Italian agrifood supply chain favours the investigation of the roles played by case studies – distinct yet interconnected parties (agri-suppliers, food manufacturing systems, manufacturing firms, platforms or hub academies) – within innovative agrifood supply chain systems. About the methodology adopted in the research, still underway, the inductive method was used with empirical verification, to correctly interpret the management phenomena that emerge regarding supply relationship management. During the empirical survey, six Italian firms belonging to various sub-sectors of Italian agrifood supply chain and located in Italy were taken into consideration. The analysis covered the period 2020-2023 and involved the industrial firms, the agricultural providers, the industrial clients, and other economic operators (start-up, incubators, innovation communities, etc.) in the Italian agrifood supply chain.

The purpose of this theoretical paper is to develop a model to explore the impact of rationalized knowledge hiding on organizational climate and propose an instrumental thinking approach for employees to neutralize the counterproductivity of rationalized knowledge hiding. In this context, the person justifies their inability to supply the required information or puts the blame on external forces. Deceptive knowledge-hiding (playing dumb and evasive hiding) are well-explored counterproductive behaviours that adversely impact the organization’s performance. However, non-deceptive knowledge hiding (rationalized hiding) has not yet been sufficiently explored as a counterproductive behavior. Drawing on the social exchange theory, this moderated mediation study proposes that rationalized knowledge-hiding behavior promotes workplace incivility in employees, and consistent practice of rationalized knowledge hiding at the workplace breaches the psychological contract of the knowledge seekers. In other words, a psychological contract breach mediates the relationship between rationalized knowledge hiding and workplace incivility, and workplace incivility destroys an organization’s climate. To break down the negative chain between rationalized knowledge hiding and organization climate, this study proposes instrumental thinking of employees as a moderator between rationalized knowledge hiding and psychological contract breach. Instrumental thinking refers to chasing a specific end goal in any way required. Our theoretical model provides a framework for future research on knowledge hiding.

This research delves into the evolution of Knowledge Management within judicial offices, with a specific focus on integrating the Office for the Trial into the organizational context. The Office for the Trial, serving both judicial functions and administrative activities, represents a symbol of organizational behavior innovation. It performs essential tasks to support judicial activity, emphasizing innovation and efficiency through the adoption of new technologies. Essentially, the professional bureaucracy of justice has transitioned its focus from individual professionals (judges) to the process. A collaborative team, including ad hoc figures like the Office for Trial staff, develops this process. Professional bureaucracies, subject to detailed analysis, offer insights into the behavioral patterns of professionals in response to policy changes and their active involvement in change processes. This exploration aims to identify strategies for managing and sharing knowledge, considering the evolution of professionals’ organizational behavior towards a collaborative approach. The study underscores the imperative to develop knowledge management behaviors beyond conventional top-down approaches and foster inclusive, collaborative environments. Theoretical insights emphasize that through process modernization, technological advancements, and a collaborative culture, organizations can emerge as environments where knowledge is effectively managed and shared as a strategic asset. Moreover, from a practical perspective, the impact of structural change on internal communication and sharing strategies necessitates the introduction of new training, digitalization, and staff development tools, focusing on cultivating specific skills and disseminating knowledge.

This study explores how downsizing processes and their fairness characteristics are influenced by knowledge acquisition aimed at gaining organizational legitimacy. Utilizing Coincidence Analysis, we demonstrate the relationship between governance and representation fairness models and those used in downsizing within local/not local contexts. We highlight the significance of being a local firm and the moderating role of manager interlocking in knowledge acquisition. The findings underscore the importance of integrating local context criteria through knowledge acquisition to enhance the fairness of downsizing processes, thereby bolstering organizational legitimacy and fostering more equitable workforce management practices.

Firms’ and startups’ ability to enhance their level of innovation in a world characterized by VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) factors depends mostly on resilience processes like the capacity for self-organization and self-management. Such processes require the devise of new dynamic strategies and adoption of more flexible and effective management approaches that have emerged in recent years, like the paradigms of Strategic Agility (SA) and Open Innovation (OI). Especially for startups, adoption of these paradigms may foster cooperation and establishing collaborative ties based on trust and shared economic goals that is considered among the main ways to overcome the limitation of internal resources, allowing access to additional or complementary resources. The firm’s value derived from interactions with other parties can be defined as Relational Capital and is a crucial aspect of Intellectual Capital (IC). Although the issues of Strategic Agility and Open Innovation have been widely discussed, and numerous research have confirmed the role of Intellectual Capital in the development and application of an OI paradigm to date, no research directly correlates IC and SA. To fill this gap, the present work carries out a literature review, bringing together systematic findings of previous research looking for a relationship between these three topics, but also on studies that independently analyse OI, SA, and IC in the context of startups in order to be able to identify commonalities that will allow points of intersection to be drawn between them, facilitating the identification of a link. Open Innovation (OI) leverages external knowledge and resources, enhanced by Intellectual Capital (IC), particularly through diverse skills and strong external networks, to drive innovation. Strategic Agility (SA) enables quick adaptation and resource reconfiguration, facilitating the effective implementation of OI. In turn, OI and IC support the dynamism required for SA, creating a symbiotic relationship that enhances overall business agility and innovation capacity. This study has vital theoretical implications, enhancing knowledge in entrepreneurial innovation and startup innovativeness, particularly in strategic agility and open innovation, and offering new insights into intellectual capital’s role in startups’ strategic development as for practical implications, providing evidence of intellectual capital’s impact on startups’ innovation and agility benefits entrepreneurs in building valuable IC during startup phases and aids institutions and incubators in supporting startup growth.

We examine the enduring impacts of knowledge transfer from multinational companies (MNCs) to local communities in developing countries through Corporate Social Innovation projects. Using the theoretical lens of knowledge sharing, transfer, and absorption we focus on how (autonomous) social innovation initiatives are prompted by local stakeholders post-MNC involvement, addressing a significant gap in the literature. We developed a case study through interviews, focus groups and direct on-field observations on coffee plantations in the Dominican Republic, where we observed local coffee farmers’ social innovative activities in a time span of two years after a global coffee roaster had ended its CSI commitment in the country. Our findings highlight a transformed ecosystem marked by enhanced power, sense of citizenship, technical knowledge and knowledge sharing initiatives among farmers. These advancements have fostered farmers’ entrepreneurial skills and their role as proactive social change agents, leveraging improved bargaining power and collaborative skills to drive sustainable growth and community-driven projects after the MNC’s project conclusion. Our novelty lies in adopting the perspective of farmers when investigating value creation and how they autonomously replicate the value that the MNC has left locally, contributing to a more egalitarian view on value circulation through knowledge management practices.

This study aimed to assess the efficacy of a gamification training course on occupational health and safety. A randomized controlled field trial was conducted with a sample of 229 participants. The participants were divided into two groups: an experimental group (EG) and a control group (CG). The intervention, titled “Let’s play to 626!”, consisted of a one-day course comprising a seminar and a gaming session. The participants were assessed using the Q626 questionnaire at baseline (T0) and after the intervention (T1). Descriptive statistics, paired sample tests, and regression analysis were employed to analyse the data. The results showed a significant improvement in knowledge scores for both EG and CG at T1 compared to T0. However, no significant difference was observed between the two groups at T1. Furthermore, the gaming session was found to have a positive but non-significant effect on knowledge improvement. Future studies may explore the long-term impact of gamified learning on occupational health and safety training.

Agribusiness is recognized as one of the most important sectors in the Italian economy, generating 4,3% of its Gross Domestic Product (GDP), and it is one of the most important sectors in terms of exports, generating 8,1% of annual Italian exports. It is recognized that the Italian agribusiness sector performed extremely well in the past decades, placing some of its most important products – pasta, olive oil, wine, and cheese, among others – as symbols of the Italian food culture worldwide. Crossing the seminal works by Davis and Goldberg (1957) and by Roy (1967) in defining the Agribusiness and by Porter in the Value Chain Analysis (1985; 2001), this paper focuses on the value chain of Parmigiano-Reggiano cheese – one of the main Italian agribusiness value chains and one of the most relevant symbols of the Italian food exports – with the aim to provide an original multidimensional strategic framework of analysis to support the main stakeholders (milk farmers, dairies, ripeners, traders, retailers, domestic and international consumers, regulatory entity (consortium), financial institutions, policy makers etc.) in advancing sustainable and regenerative Parmigiano-Reggiano cheese value chain. Firstly, the paper focuses on the relationship and interdependence of the major stakeholders in the value chain for the co-creation of value. The regulatory entity states what conditions the final product must have in order to be considered and be sold as Parmigiano-Reggiano DOP (Denominazione di Origine Protetta – Protected Denomination of Origin) cheese, that all members of the consortium must comply with. These conditions generate an interdependence among stakeholders and regulate its bargaining power within the Parmigiano-Reggiano cheese ecosystem. Secondly, the paper identifies the relevant Success Critical Factors (SCFs) of this value chain, and links the SCFs to the SWOT analysis (strengths, weaknesses, opportunities, and threats) for a deeper understanding of the whole value co-creation dynamic. In particular, the SWOT analysis enlightens the crucial role of digital platforms in leveraging quality, sustainability, and traceability in the value chain of Parmigiano Reggiano cheese. Concluding remarks provide suggestions for stakeholders, practitioners, policy makers and scholars to improve the strategic and economic performances of the Parmigiano-Reggiano value chain.

This paper explores the critical role of stakeholder mapping in the processes of Design Thinking and Human-Centered Design, focusing on Service Design. Stakeholder mapping is integral to User Experience (UX) design, aiding in identifying and balancing the needs of various actors involved in a project. The article delves into two popular stakeholder mapping frameworks, concentric circles and a four-quadrant matrix, providing insights into their application and benefits. Additionally, the article emphasises the importance of understanding stakeholder relationships and introduces a method for mapping these dynamics. The discussion extends to the significance of stakeholder analysis in achieving project success, influencing decision-making, and calculating return on investment (ROI). The paper presented a case study showcasing the economic impact of UX on business model innovation with the practical implications.

Effectively engaging with diverse actors requires firms to handle the combination of tacit and explicit knowledge. The focus of our research paper is on the conceptual connection between open innovation and Knowledge management strategies in large firms. The research shows that the three Open Innovation Archetypes (Inbound, outbound and Mix) require new combinations between personalization and codification strategies. The study provides insights for managers to adapt KM strategies of personalization and codification in OI by incorporating various approaches to knowledge sharing and control processes.

Investments in user experience (UX) methods offer business and economic benefits, such as cost reduction through process optimisation and increased revenue through developing high-quality products. However, demonstrating the return on investment (ROI) in UX remains challenging due to a need for uniformity in methods and approaches. A framework approach could help overcome the limitations in defining and measuring the impact of UX on ROI. This paper examines the importance of incorporating UX into marketing, product development, and brand identity-building processes. The research aims to propose an empirical method for measuring ROI in UX and defining frameworks for mapping how UX impacts ROI. The research involved interviewing mainstream UX companies in Italy to collect data on ROI in UX through KPIs and metrics submitted via email. The study focused on Italian SME companies and was conducted between April 2022 and September 2023. The research revealed that incorporating UX practices into app, website, and system design can give businesses a competitive advantage. The study identified metrics for measuring ROI in UX and defined frameworks for a strategy mapping how UX impacts ROI. The proposed framework focuses on KPIs and metrics adaptable to different UX projects and presents case studies that highlight the economic value of UX in corporate communication.

This paper explores the role of customer experience management (CEM) in optimizing return on investment (ROI) in digital business models, with a focus on user experience (UX) as a critical component of value creation. Through a mixed method approach that synthesizes qualitative and quantitative data and analyzes industry case studies, the paper outlines a model linking CEM to ROI analysis. The results highlight the impact of three strategic pillars – Experience Economics, Painpoint Reduction, and Mobilized Organization – on financial performance and emphasize the importance of Closing the Loop as a Knowledge Management practice. The paper demonstrates that integrating CEM into digital business strategy can strengthen stakeholder relationships, improve financial performance and provide sustainable competitive advantage. The paper provides insights for managers who want seek to harness the potential of CEM for success in the digital age.

The purpose of this paper is to analyse the transition phenomenon from smart organizations toward wise organizations based on changing the paradigm of decision making from economic to sustainability criteria. Classical business education was focused on profit maximization principle, and business strategies were designed to meet that objective. Michael Porter changed the strategic thinking paradigm by introducing the principle of competitive advantage. According to this principle, companies should focus on the market competition and achieving a clear advantage with respect to competitors in the long run. Companies which succeed in achieving competitive advantage are smart organizations because their decision making process are based on rational intelligence and a well-defined set of economic values. The new changes in the business environment and social corporate responsibility induced the need of changing the paradigm of decision making focusing on sustainability. That requires a change in the criteria and values which guide managerial decisions. Sustainability requires economic, social and environmental criteria for a successful business and that creates a spectrum of rational, emotional and spiritual knowledge, as well as rational, emotional and spiritual intelligences. Companies which develop the capacity of achieving this level of decision making are called wise organizations. They practice corporate social responsibility and wisdom management. The purpose of this paper is to explore the new paradigm of corporate social responsibility, wisdom management and wise organizations based on a critical literature review and on a bibliometric analysis using VOSviewer.