1,720,995 research outputs found
L'evoluzione della politica culturale in Italia: ambito legislativo e apertura al marketing
No full textThe role of corporate communication in SMEs. Some empirical evidence in the Italian context
No full textThis contribution investigate the behavior of Italian enterprises according to the division proposed in literature by Balmer and Gray who identify primary communication (implicit), secondary communication (explicit) and tertiary communication (indirect).
To achieve the objective, an empirical research on firms associated with Confindustria Monza and Brianza Association has been realized.
The results show that the communication activities have a limited role for enterprises. Moreover, referring to the adoption of web 2.0 techniques, the use of last generation tools, seems to be still an exception, although they are accessible also for SMEs. Therefore, it seems that communication is not seen as a strategic issue for businesses development and for corporate governance
Reti di territorio: la valorizzazione delle risorse intangibili in un orizzonte internazionale
No full textDi fronte alla complessità generata dalla globalizzazione dei processi e dei mercati, le PMI italiane sempre più adottano una strategia di internazionalizzazione per perseguire percorsi sostenibili di crescita. Nello specifico, tali imprese sono portate a riflettere su come sia possibile reggere il confronto con imprese dimensionalmente superiori e con culture e pratiche diverse, spesso lontane.
Uno degli aspetti strategicamente più decisivi sembra essere la valorizzazione e la specificazione dell’identità e dei valori aziendali italiani attraverso il territorio. Se apparentemente su scala globale la dimensione locale sembra non incidere sulle scelte e la portata dell’impresa che internazionalizza, in realtà per non poche PMI la risorsa territorio viene rivalutata, assumendo un ruolo strategico. Si passa infatti da un’accezione che vede il territorio come una sede fisica o geografica, ad un approccio che considera e valorizza le risorse intangibili che scaturiscono da questi luoghi, come la conoscenza, il design, l’arte, la creatività. Per fare ciò, il territorio diventa un sistema di relazioni aperto per la produzione e diffusione del capitale sociale, vero differenziale dell’imprenditoria italiana.
Se è infatti vero che il Made in Italy è percepito ed apprezzato a livello internazionale, è anche vero che tale valore poggia su persone, genio italiano, ma anche su fattori ambientali e di contesto forti. Cultura, territorio e innovazione da sempre tipici della formula imprenditoriale italiana, possono generare un vantaggio competitivo non solo su scala nazionale, ma anche su scala globale. Questi elementi consentono alle PMI di sprigionare quella capacità all’adattamento e quell’apprendimento esplorativo che i processi di internazionalizzazione richiedono. Tali condizioni possono essere raggiunte attraverso lo sviluppo e il consolidamento di relazioni collaborative tra attori, in prima battuta locali e, in fase di crescita appartenenti a diversi Paesi, che detengono un diverso ruolo nella generazione del valore. La competitività delle aree sistema, in cui le imprese di piccola dimensione sono concentrate geograficamente e fortemente integrate con l’ambiente socio economico locale, viene in tal modo ad essere giocata su ciò che si produce (specializzazione produttiva) e dove si produce, ma anche sull’eccellenza del come si produce, con quali livelli di competenza e con quali imprese (qualità delle imprese) (Quintieri, 2006). In tale contesto il territorio diventa un sistema di relazioni aperto per la produzione e diffusione del capitale sociale, vero differenziale dell’imprenditoria italiana.
Scopo del presente contributo è quello di verificare se gli elementi territoriali costituiscano per l’impresa un vincolo, od un’opportunità per fronteggiare la sfida dell’internazionalizzazione. Si procederà presentando un caso imprenditoriale marchigiano che ha investito molto sulla valorizzazione del territorio di appartenenza, sviluppando reti e competenze di territorio e che ora sta riflettendo su quali elementi investire per internazionalizzare
Corporate communication in Italian mining industry. An empirical analysis
No full textThe aim of this article is to analyze the approach to corporate communication in Italian mining industry, where product differentiation arises largely from the aspects of the relationship between manufacturer and customer and where the strong environmental impact of mining activities makes communication with the diverse stakeholders crucial. The paper presents the results of a CAWI questionnaire distributed to 658 enterprises, with a redemption rate of 12.2%. Data were processed with univariate and multivariate statistical techniques (PCA). The results show that the approach of mining enterprises to communication is still traditional and that although a specific area of communication is well established (product communication), there is still much to be done on corporate communication as well as on audiences that are not only business customers (citizens, institutions, administrators, associations)
Competing in an omnichannel environment. e-tailers strategies and challenges
No full textIn recent years, it has become necessary for retailers to manage and integrate a variety of channels in order to reach more customers and provide them with a seamless shopping experiences adding new opportunities and challenges to this evolving scenario.
This study investigates how and why e-tailers adopt an omnichannel strategy, which roles and functions they assign to different channels and which effects derive from the adoption of an omnichannel strategy. This work seeks to contribute to the body of knowledge on omnichannel businesses thanks to an exploratory analysis based on 29 in-depth interviews with CEOs and managers of e-tailers firms.
Results show that all interviewees adopt an omnichannel strategy, integrating and coordinating channels and customers’ touchpoints. It has emerged that financial and customer relationship performances are the main drivers that guide the adoption of an omnichannel strategy. Findings also reveal that e-commerce, social networks and mobile are strategic channels to engage with customers. In addition, firms synergistically integrate online and offline channels in order to achieve complementary effects and thus create additional value for customers.
Two are the main challenges that arise from this scenario: marketing and organizational ones. The former involves the reconfiguration of firms marketing strategies, by harmonizing their marketing and communication mix, and their brands. The latter refers to the overcoming of the traditional silos organizational structure in favor of the omnichannel one
Different approaches to the pursuit of internationalization by Italian SMEs
No full textPurpose – The aim of this paper is to analyse why Italian small and medium enterprises (SMEs) pursue internationalization (current and future entry modes, motivations, advantages and difficulties) and how they go about it, with reference to four key areas: innovation and technology, networking, environmental approach and human resource (HR) competences. Design/methodology/approach – A questionnaire was distributed to 792 enterprises with a response rate of 24.37 per cent. Data were collected using the computer assisted web interviewing (CAWI) method and processed with Rasch analysis, Principal Components Analysis and Cluster analysis methods. Findings – The paper presents the results of a quantitative research on SMEs located in the Province of Monza and Brianza – one of the most productive territories in Italy. Four different clusters emerged with specific approaches. Briefly, this paper points out that: innovation is mostly linked to the product and is incremental; HR and their competences are crucial for facing complex markets; the green issue is not dominant (it is considered only for saving energy and reducing cost production); and networking is not a key issue (except informal relations, contractual agreements and strategic alliances). Research limitations/implications – The research could be extended: through a longitudinal survey on the same sample; by covering different territories on the same topics. The cluster analysis identifies potential guidelines for entrepreneurial behaviour in respect to key factors for exiting from the economic and financial crisis: innovation and technology, formal and informal networks, the “green” approach, HR training. Originality/value – This paper presents a new interdisciplinary approach that may work beyond country boundaries, providing a new basis to the debate on the internationalization of SMEs
Networks, territory and firm development. The perspective of Italian family firms.
No full textThis work aims to understand whether the territory can still be considered a driver of firm
development and competitiveness, bearing in mind that the current competitive context
increasingly pushes firms towards extra-local collaborations.
The first part of the paper analyses the main contributions on relations and territory. The
second part presents the analysis of four Italian firms that have embraced new production and
market approaches based on the development of networks of relations in local and extra-local
contexts.
We verify that the firm and the entrepreneur influence the development and connotation of a
territory, and that the territory influences the development of businesses located in it
Italian Small and Medium enterprises in China. Relationships and cultural distances throughout the supply chain
No full textThe aims of the paper are:
• To describe how Italian SMEs approach the Chinese market
• To understand how Italian SMEs have changed their business model to face the Chinese challenge
• To analyze how they collaborate with different business partners along the supply chain.
This work presents empirical evidences related to 8 case studies belonging to a sample of 126 Italian SMEs operating in China. This research is part of a wider project that is financed by the Italian Ministry of University and Scientific Research (Prin 2007), and is based on the analysis of “Business models and market strategies for Italian SMEs to enter the Chinese market”. The methodology is organized in two steps: a quantitative research to gather general information on strategies and tactics that are adopted by Italian SMEs on the Chinese market, and a qualitative research to deepen the most significant managerial and marketing issues to succeed in China (strategies, co-operation, competences), by finding out best practices
Territorio, relazioni e competitività. Verso nuovi percorsi di sviluppo nazionale ed internazionale per le piccole e medie imprese italiane
Full text linkLa crescente complessità che caratterizza il contesto economico nazionale e internazionale
richiede alle imprese di individuare nuove strategie per conseguire un vantaggio competitivo
duraturo. Le sfide emergenti che caratterizzano l economia della conoscenza (Rullani, 2004)
determinano la necessità, per le stesse PMI legate al modello del distretto industriale, di individuare nuovi percorsi di crescita e sviluppo.
In tale prospettiva, un primo percorso intrapreso dalle PMI si identifica nell'investimento in risorse intangibili finalizzato a differenziare i propri prodotti e i propri processi produttivi (Rullani, 2006). Secondo tale orientamento le imprese tendono a valorizzare il know-how, la creatività, il design, considerati quali elementi distintivi del made in Italy e che determinano l apprezzabilità di quest'ultimo a livello internazionale.
Un secondo percorso strategico risiede nella generazione di conoscenza e creatività, promossa e supportata da un impresa leader che tende in tal modo a revitalizzare il ciclo di vita del distretto (Varaldo, 2006).
Una terza, e più recente via, è la specificazione dell identità dell'impresa e dei suoi valori con il territorio. Quest'ultimo, caratterizzato da una dimensione geografica, richiede di essere considerato anche sotto la valenza intangibile connessa alla sua storia e alle relazioni interorganizzative che nel territorio hanno luogo.
Tale approccio consente alle PMI di sviluppare quelle capacità e competenze richieste dal processo di internazionalizzazione: esplorazione , apprendimento e adattamento. Queste ultime possono essere sviluppate attraverso relazioni collaborative tra gli attori della stessa catena del valore, appartenenti anche a diversi settori e a diversi territori.
Il principale obiettivo di questo lavoro si identifica nell analizzare il percorso strategico seguito dalle PMI per sviluppare una strategia di internazionalizzazione, considerando il territorio e le relazioni quali key factors per conseguire uno stabile vantaggio competitivoThe growing complexity that characterizes the national and international competition is driving companies to choose strategies more carefully and to implement their organizational models. In the knowledge economy (Rullani. 2004). The model of industrial district finds itself to face emerging challenges, which also require SMEs to identify new ways to evolve, in order to survive. A first way is a progressive investment on intangible resources to differentiate products and production process (Rullani. 2006). It therefore tends to exploit know-how, creativity and design as distinctive elements of made in Italy, making it internationally appreciated. A second way is the generation of knowledge and creativity in the district that can be promoted and supported by a "leader SME". that tends to revitalise the life cycle of the district (Varaldo. 2006). A third and more recent way for development, is leading SMEs to exploit and specify their identity and values in connection with their territory. This one, that is traditionally characterized by geographic aspects, requires a new intangible perspective that comes from history and relationships. This approach enables SMEs developing important capabilities that the internationalization process requires: exploratory ability, learning and adaptation capability. These capabilities can be achieved through collaborative relationships
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