1,721,043 research outputs found
Product-Service Systems Delivered by SMEs During Building Use Stage: Sustainability Criteria Framework
No full textThe building use stage offers the opportunity to provide valuable and sustainable product-service systems (PSS) that enhance the buildings' value for the end-users. Many of them are delivered by networks of stakeholders that actively involve small and medium enterprises (SMEs). We have combined an existing literature review with the multiple stakeholders' feedback to identify several problems and define the main hypothesis: diverse and presented in a structural way information about PSS can contribute to a better understanding of the added value by multiple stakeholders. We have co-created a list of criteria, which were formed into the sustainability multi-criteria framework. The proposed framework also supplements PSS-specific criteria, such as PSS type, PSS collaborative partnership networks type, and PSS integration type. A list of findings related to the topic was declared to help further develop the study, such as the correlations between PSS-related and PSS sustainability-oriented criteria
Knowledge Transfer Strategy at a Family-Owned Multinational: The Case of Embal Inc.
No full textThe case, set in 2014, traces the history of the internationalisation process at Embal Inc. (hereafter Embal). In the previous decades, Embal experienced rapid growth and became a very successful player in the global market for packaging and bottling machinery. The company’s stunning gain in market share in that sector was enabled by rapid internationalisation. Embal established three representative offices and several subsidiaries worldwide. Its rising profits indicated that the decision to internationalise had been successful. Lately, however, tensions have emerged in the relationship between headquarters (HQ) and the subsidiaries. In particular, the strategy for knowledge management initially adopted by Embal turned out to be inadequate to deal with a growing international network of subunits. The information management system used in Embal prioritised control over information sharing at several levels. Moreover, information exchanges between the subsidiaries were severely restrained. Several events unfolded to reveal the system’s limitations. By 2014, the company seemed to be stuck between a rock and a hard place, unable to balance the benefits of efficiency and coordination with the risks of losing control over sensitive data and information. Brothers Luca, Giovanni, and Matteo Bianchi, the family that led Embal, needed to identify what information to share, how much should be shared, and how freely and in what way the information should be allowed to flow, both between HQ and the foreign subsidiaries and among the units. The mechanisms of knowledge transfer that were potentially available (e.g., informal meetings, communities of practice, wiki platforms, and on-line learning) had advantages and disadvantages to weigh, not only in terms of their economic and financial aspects, but also their emotional bearing on the family business owners
Ladri di musica. Filosofia, musica e plagio (numero monografico di “Estetica. Studi e ricerche”)
No full textA Transgenerational Entrepreneurship Perspective to the Study of Family Firms’ Entrepreneurial Initiatives
No full textEscaping the "tortoise shell paradox": Digitalization and servitization in the green building construction industry-the case of Marlegno
No full textThe case traces the history of Marlegno S.r.l. (hereafter "Marlegno"), a small and medium-sized family firm based in Bergamo owned by the Marchetti family. Marlegno started its business as B2B subcontractor for local construction companies located in the North of Italy, producing wooden coverings and slabs. To survive the 2008 financial crisis, the company shifted to a B2C target selling customized timber houses, buildings, and structures directly to final customers. A few years later, however, the strategy adopted by Marlegno turned out to be inadequate for long-term growth, causing a business stalemate. During 2015, the company seemed to be stuck in its comfort zone, unable to balance the benefits of the B2C business model and the opportunities that could lead to a new growth path. Emerging technological trends (e.g., artificial intelligence) seemed not easily applicable within a traditional industry such as building construction, historically characterized by a low digitalization level. The Marchetti family questioned which entrepreneurial opportunity could be sought to re-launch their business. The focus was on the role of digitalization on new products design and offering and on the role of external collaborative networks of partners to pursue the identified entrepreneurial initiatives effectively. This case asks students to analyze the advantages and disadvantages of innovation mechanisms that benefit from digital entrepreneurship regarding their financial consequences, organizational impact, and strategic approach to customer engagement
Chapter 8: teaching notes [The case of Marlegno]
No full textMarlegno is an Italian small to medium-sized family firmata that operates in the green building construction industry, designing and manufacturing customized timber houses, buildings, and structures. The case can illustrate the importance of digitalization as a driver for process innovation, servitization of the business model, and organizational change by analyzing the adoption of digital innovations by a company in a traditional industry. In addition, the case demonstrates how open innovation approaches can boost the innovation process. Finally, it
is a learning resource that helps understand the evolution of the green building construction industry and real estate from the financial crises in 2008 to the advent of smart homes
Servitization in small and medium-sized enterprises: conceptual and empirical approaches to overcome strategic and operational barriers.
Get PDFInternationalization of family firms: How to explain different entry mode choices and knowledge transfer strategies?
No full textThis paper investigates the phenomenon of family firms’ internationalization by specifically focusing on family firms’ choice of foreign market entry mode and knowledge transfer strategy. Our conceptual model shows how family firms’ ownership structure (controlling owner, sibling partnership, or cousin consortium), and the related socioemotional wealth considerations, can influence family firms’ choice of (a) the foreign market entry mode (greenfield or brownfield), and (b) the tools adopted for knowledge transfer management (technology-based or personal coordination mechanisms). We make use of two case vignettes to exemplify some aspects of the proposed framework
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