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Processi di creazione e appropriazione di valore nell'impresa: spunti di riflessione secondo l'Approccio Sistemico Vitale
No full textDECLINO E RILANCIO DEL MADE IN ITALY. IL RUOLO DELLA MEDIA IMPRESA
No full textIl lavoro, strutturato in tre parti, si propone di analizzare le motivazioni della difficoltà del Made in Italy e le opportunità di rilancio della sua competitività in una prospettiva internazionale.
Il primo capitolo propone una definizione e delimitazione dell’oggetto di studio.
Il secondo capitolo, attraverso una prospettiva di analisi strategica propone di evidenziare le possibili leve capaci di costruire vantaggi competitivi difendibili e duraturi per le imprese. Una strategia attiva di competizione ne impone un riposizionamento caratterizzato da una destrutturazione e ricomposizione dei processi generativi di valore capace di coniugare sinergicamente materialità ed immaterialità. Il terzo capitolo focalizza sull’attore principale capace di interpretare la risposta al rilancio del Made in Italy: il “ceto medio”. Attraverso la chiave di lettura fornita dall'ASV, quest'ultimo viene definito quale sistema reticolare e relazionale vitale. E' un sistema caratterizzato da una propria vitalità manifestata nella capacità a far emergere dalla struttura ampliata, di tipo reticolare e relazionale, sistemi di durata limitata nel tempo, ma capaci di coevolvere in maniera incisiva e tempestiva con i mutamenti ambientali e di contesto. Oltre alla struttura e genesi del ceto medio, vengono individuati specifici elementi che lo contraddistinguono non trascurando, al contempo, l’analisi dei fattori ostativi al suo sviluppo
Service Innovation in (ECO)System View. Towards a Circular Path of Co-Innovation
No full textOver the last decades, the diffusion of service-based economy has led to the
redefinition of the traditional meaning of goods and services, of user’s role in
service provision and of the “old” closed business models.
In this complex scenario, characterized by a mounting hyper competition,
customers have more and more information on products and businesses conduct.
Consequently, they have turned into real co-creators actively involved in
service production and delivery and – for this reason – they have also become
more and more demanding. On the other hand, organizations should adopt open
and flexible layouts in order to collaborate with users, intended as a key driver
for fostering that knowledge exchange able to boost competitiveness.
This process of resource sharing, which can provide businesses with suggestions
and new knowledge on products and services improvement, is currently
almost totally ICTs-enabled. Thus, the spread of digital technologies has boosted
actor’s participation in service delivery by reducing time, costs and information
asymmetry and offering opportunities for innovating together with users
getting from relevant stakeholders a unique knowledge. Therefore, in the light of the leading role that ICTs have played as the “glue” of service exchanges,
the aim of the work is to (re)define service innovation adopting an ecosystemsbased
mind-set intended as an all-encompassing philosophy, which transcends
markets, exchanges and the relationship between goods and services as well as
users and providers.
To achieve this goal and to explore a complex construct such as service innovation,
a multi-dimensional approach is used for describing: 1) the definition
and main dimensions of service innovation; 2) the main drivers for service innovation;
3) the innovation business models typical of service-era.
After a brief description of the shift from a general definition of innovation
to the emergence of service innovation, Chapter 1 offers a review on service innovation,
conducted according to the three approaches that have been reported
in the literature: assimilation, demarcation, synthesis.
The transition from the first to the second approach lies on the fading away
of the strict separation existing between product and service innovation, which
has led to conceive service innovation as an autonomous construct. The last
perspective, the synthesis, has been conceptualized as a general orientation that
permeates the whole work and that is related to the call for the adoption of a
new integrated perspective on service and service innovation. In line with the shifting from assimilation to synthesis, the Chapter 2 describes
the evolution from a good-dominant to a service-dominant logic. Thus,
among the proposed different service theories, Service Science and S-D logic
are depicted as the most adequate frameworks for rereading service in digital
service era. The main assumptions and evolutions that the two theories have
had over time lead to the development of two organizational layouts aimed at
addressing contemporary businesses to challenge complexity: service systems
and service ecosystems.
These two frameworks seem to be complying with a general system thinking
that can be considered as an underlying philosophy that encloses S-D logic and SS.
This perspective proposes a meta-level able to better explore the relationships
between and among micro-, meso- and macro-context.
More in depth – combining the main assumptions of S-D logic with systems
thinking – service ecosystems represent the mind-set of the entire work. Based
on this meta-approach aimed at defining service innovation across the three
ecosystems’ levels (micro-, meso- and macro), the main goals of the study are
formulated. The remaining chapters are devoted to the analysis of each step. Firstly, at the micro-level – in line with the overcoming of products supremacy
over services – the Chapter 3 analyses how service innovation arises as a
general philosophy, which transcend product and service exchanges. In particular,
rereading the concept of service innovation in the light of digital era, the
chapter focuses on the identification of platforms as essential ICTs tools for
fostering innovation. Thus, the investigation stresses the definitions, architecture
and dimensions of platforms, putting a great emphasis on their new conceptualization,
based on the shifting from considering them simple technological
tools to real intermediaries, which per se do not produce innovation, but are
drivers that actors use to integrate resources. Specifically, the emphasis is on
the role of service platforms in fostering actor’s engagement. Moreover, the
work has led also to hypothesize the existence of a bidirectional relationship between
service platforms and institutions, which is able to enhance resource integration,
value co-creation and innovation.
The Chapter 4 (meso-level) investigates the business models suitable for
fostering service innovation. In line with the research on service and on service
innovation, the open innovation models proposed over the time can be divided
into three perspectives:1) technology-driven (new product development); 2)
customers-driven; and 3) service-driven (new service development and open
service innovation). The end point is open service innovation in networks, in which the attainment
of innovative practices stems from interactive, relational and social dimensions.
This all-encompassing and reticular conception of innovation paves
the way for the proposition, in the concluding section, of an ecosystems-based
view aimed at analysing the strategic management of innovation from the early
stages of value co-creation process in order to detect whether the use of ICTs can be strategically integrated with the other elements of service ecosystems.
In the last Chapter, the definition of service innovation is proposed. The
concept is intended as a circular resource integrating process of new knowledge
creation, which transcend all stages of the co-delivery and which culminates in
products, processes innovation or in the creation of new service modalities and
practices. In particular, it can be revealed that not all the steps leading to service
innovation are explored in extant service research. Previous studies did not adequately
stress the circularity of co-innovation process, which leads to
knowledge renewal through institutionalization and technology. Therefore, the
new knowledge rising from the dynamic resource integration is re-implemented
as the input of the following innovation cycles and constantly regenerated.
In order to better describe the circularity of the abovementioned process,
three drivers of co-innovation are identified: 1) collaborative decision-making;
2) pervasive use of technology; and 3) ICTs and fit mechanisms to enhance actor’s
alignment. Collaborative decision-making, technology (platforms) and fit
strategies all-encompass the entire co-innovation cycle, being enablers (before),
intensifiers (during) and producers (after) of service innovation.
The three dimensions are singularly described and, then, integrated in an innovation
pathway, explored in all its phases; thus, a fundamental last step is introduced
to address toward the emergence of creativity. Starting from an (eco)system-based view, the work rereads service innovation according to an original meta-perspective. This model overcomes the mere description of relational and interactive levels of service exchanges (the focus of S-D logic) to embrace a broad perspective. However, the proposed transcending
systems vision calls for an in-depth exploration of the entire innovation cycle. According to this strategic view on service innovation, its enablers and outcomes
can be simultaneously explored through the investigation of the pivot of
the entire process, that is resource integration. The co-innovation cycle needs to
be managed throughout: 1) all the stages of the co-delivery; 2) all the steps of
innovation, from ideas generation and diffusion to co-development; and 3) all
the different kinds of innovation generated (from processes innovation to the
creation of new service modalities and practices).
The first step for the introduction of a transcending framework of service innovation
management through ecosystems-based models can address future
empirical research to the specific investigation of the antecedents and consequences
of innovation. Moreover, decision-making can be addressed to a better
management of each innovation stage, through the continuous and emerging
identification and harmonization of co-creation and engagement patterns.
Therefore, service innovation stands out as a philosophy, a managerial orientation
to the constant production and reproduction of new knowledge based on a
proactive mindset for optimizing, spreading and renewing over time innovation
Reti d’impresa. Criticità e prospettive per la produttività dei sistemi produttivi campani.
No full textIl presente lavoro è frutto di una ricerca condotta nell’ambito del progetto “Le politiche
per la competitività dei sistemi produttivi campani: mappatura delle reti ed analisi degli
strumenti al fine di rafforzare l’azione amministrativa”. Il progetto nasce dall’Accordo Quadro
tra la Regione Campania e l’Università degli Studi di Napoli Federico II, l’Università
degli Studi di Napoli Parthenope, l’Università degli Studi della Campania Luigi Vanvitelli,
l’Università degli Studi di Salerno, l’Università degli Studi del Sannio, l’Università degli
Studi Suor Orsola Benincasa, con lo scopo di elaborare politiche ed interventi efficaci per
il miglioramento della competitività complessiva del sistema produttivo campano.
Nell’ambito di tale cornice di fondo, l’Ateneo di Salerno si è posto l’obiettivo di pervenire
a una ricostruzione delle reti di imprese sia formali sia informali rilevandone, altresì, peculiarità
e criticità.
Nello specifico sono state approfondite due dimensioni. La prima ha privilegiato un focus
di tipo normativo, volto ad intercettare le modalità reticolari di impresa regolamentate
in chiave istituzionale, definite e formalizzate all’interno del quadro legislativo regionale,
nazionale e comunitario. Rispetto a ciascuna tipologia reticolare sono state analizzate peculiarità
e finalità oltre al riferimento normativo. La seconda, approfondita attraverso una
review della letteratura nazionale e internazionale, ha inteso ottenere una categorizzazione
in base ai driver per la formazione delle reti con un focus specifico alle tipologie reticolari
informali.
Parallelamente, tramite l’applicazione in ambiente GIS, si è proceduto ad un’analisi di
mappatura della distribuzione e clusterizzazione dei sistemi produttivi locali e dei sistemi
locali di conoscenza e innovazione; della distribuzione territoriale delle grandi imprese.
Non da ultimo, le riflessioni maturate in chiave teorica sono state approfondite attraverso
l’analisi di case study sviluppati con riferimento a settori di rilevanza strategica per lo
sviluppo territoriale campano.
I risultati complessivi della ricerca hanno permesso da un lato di delineare e proporre un
modello di sintesi delle reti di impresa teso a qualificare i driver e le strategie più adeguate
per l’incremento della competitività; dall’altro di evidenziare criticità e indicazioni teorico-
manageriali oltre che di policy per lo sviluppo degli aggregati reticolari campan
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