170,258 research outputs found
Guest editorial: Digital transformation, strategic management and entrepreneurial process: dynamics, challenges and opportunities
No full textThe current era is characterized by the advent of the so-called “digital transformation” (Berman, 2012; Hess et al., 2016; Matt et al., 2015; Westerman et al., 2014). This phenomenon profoundly influences the behaviors and operations of organizations (Verhoef et al., 2019).
The significant diffusion of the digital and new technologies are among the key drivers for many companies in the global scenario (Badescu and Garcés-Ayerbe, 2009; Trabucchi et al., 2017; Troise et al., 2021, 2022a, b). Digital transformation enables several changes in entrepreneurship and in organizations strategies, processes and interactions. It is changing the way different players operate and how organizations' function. Despite its strong impact on the economy of many countries, the booming of digital transformation – and the strong use of new technologies – raises a growing number of questions on the changes that traditional businesses, strategies and management practices companies need to establish to respond to them. Particularly, strategic decision-making process represents a key to explore in the digital transformation era.
The use of new technologies to radically improve the enterprises' performance and/or reach (Westerman et al., 2014; Troise et al., 2022a) is a hot topic for scholars and practitioners worldwide. Complex transformations influence many areas such as strategic direction, competitiveness, business model, decision-making, innovation, entrepreneurship and productivity. These transformations present important opportunities for both companies and entrepreneurs (Aydalot and Keeble, 2018; Cohen et al., 2017; Li et al., 2018; Troise and Tani, 2021).
In this scenario, managers, chief information officers (CIOs) and other senior executives face the challenge to handle the opportunities and risks of this digital transformation (Hess et al., 2016). In fact, many boards of directors and senior management teams aspire to the efficiencies, innovations and competitive advantages that digital transformations might deliver (Andriole, 2017). Digital transformations may create significant opportunities for companies to design new business models and change their operations to leverage them (Berman, 2012). A high number of companies, in almost every industry, have conducted several initiatives to explore these new technologies and to exploit their benefits (Hess et al., 2016; Matt et al., 2015). The exploitation of new technologies affects companies and productivity, business processes and innovation management in particular (Matt et al., 2015).
In this evolving scenario, many new technologies have entered the arena and among the most promising are artificial intelligence (AI), IoT, digital platforms, big data, apps, cloud computing, machine learning, blockchain and others (such as the financial technologies).
These new technologies can also affect business model innovation and can lead to the transformation of several traditional businesses (Mustafa, 2015; Zhong and Nieminen, 2015). Among these business models, smart meters (Kendel and Lazaric, 2015) and smart city (Capdevila and Zarlenga, 2015; Dupont et al., 2015) are two significant examples.
Over the years, scholars tried to predict the evolutionary patterns in industries based on systemic technologies (Manral, 2011) or to identify the benefits seen by management in high technology strategic alliances (Powers and Wilson, 2010). The current literature shows some contributions that investigated different types of factors (environmental, political, etc.) affecting strategic decision-making processes (Elbanna et al., 2014). In this digital transformation era, networks and partnerships offer companies access to new technologies (often previously unknown to the organizations) or to new markets, leveraging new innovations and jointly developed knowledge (Clauss and Spieth, 2017; Kilubi, 2016; Roth et al., 2017).
Digital transformation has received sustained interest in the current literature; however, this topic is still in its infancy in the strategic management research stream. In fact, this important area presents a limited number of contributions and is understudied, even as both practice and policy continue to rapidly advance.
Inevitably, the digital revolution raises several questions on the traditional businesses outlook. Accordingly, the main research questions, both for scholars and practitioners, are related to the impact of these new technologies and to the improvement of the understanding of strategic management. Scholars know very little about the dynamics of new technologies and their impacts on strategic decision-making process. In fact, there is little knowledge on strategic management in the digital transformation era.
This special issue tries to shed some further lights in this field and provide evidence on the main strategies company are exploiting to deal with the new technologies and how they can affect their decision-making process. Furthermore, the recent COVID-19 pandemic provides a significant opportunity of research, given its impact on companies' behaviors (Ghobadian et al., 2022)
Renewed ground uplift at Campi Flegrei caldera (Italy): New insight on magmatic processes and forecast
No full textCampi Flegrei caldera, including the extremely
urbanised city of Naples, is the most risky volcanic area
in the World. The last eruption in the area (1538) occurred
at the end of some decades of ground uplift, superimposed
to secular subsidence. During the last four decades, it
experienced a huge uplift phase, reaching about 3.5 m in
1985, when a subsidence phase started. Recent geodetic
data demonstrate that such a subsidence phase has
terminated, and a new uplift episode started in November
2004, with a low but increasing rate leading to about 0.04 m
of uplift till the end of October 2006. A new indicator, based
on the monitoring of maximum horizontal to vertical
displacement ratio with continuous GPS, indicates that
this uplift is likely to be associated with input of magmatic
fluids from a shallow magma chamber. The method is
promising to monitor magma intrusion processes, at this and
other volcanoes. Citation: Troise, C., G. De Natale, F. Pingue,
F. Obrizzo, P. De Martino, U. Tammaro, and E. Boschi (2007),
Renewed ground uplift at Campi Flegrei caldera (Italy): New
insight on magmatic processes and forecast, Geophys. Res. Lett.,
34, L03301, doi:10.1029/2006GL028545
A ten-year cross-national examination of the dance between intuition and rationality in entrepreneurial processes
No full textRenewed ground uplift at Campi Flegrei caldera (Italy): New insight on magmatic processes and forecast
No full textCampi Flegrei caldera, including the extremely
urbanised city of Naples, is the most risky volcanic area
in the World. The last eruption in the area (1538) occurred
at the end of some decades of ground uplift, superimposed
to secular subsidence. During the last four decades, it
experienced a huge uplift phase, reaching about 3.5 m in
1985, when a subsidence phase started. Recent geodetic
data demonstrate that such a subsidence phase has
terminated, and a new uplift episode started in November
2004, with a low but increasing rate leading to about 0.04 m
of uplift till the end of October 2006. A new indicator, based
on the monitoring of maximum horizontal to vertical
displacement ratio with continuous GPS, indicates that
this uplift is likely to be associated with input of magmatic
fluids from a shallow magma chamber. The method is
promising to monitor magma intrusion processes, at this and
other volcanoes. Citation: Troise, C., G. De Natale, F. Pingue,PublishedL033013.6. Fisica del vulcanismo1.3. TTC - Sorveglianza geodetica delle aree vulcaniche attiveJCR Journalreserve
A solution for the chicken and egg paradox in taxi e-hailing platforms: some evidence from the MyTaxi – FreeNow case
No full textPurpose: This study aims to explore the chicken and egg paradox in the taxi e-hailing business contributing to define a condition of system emergence. This paradox is a meaningful one as these platforms represent a system where the passengers systems have no reason to participate if they have no drivers-systems to answer their call, but, at the same time, the platform is not useful to the drivers-system if there are no passengers-systems using the platform. Design/methodology/approach: To understand how this paradox has been dealt with in the taxi e-hailing business, this study focused on a case study on a best practice in Italian taxi e-hailing industry (i.e. MyTaxi/FreeNow). This study wants to comprehend which actions have been implemented to solve this paradox and has tried to identify the interconnections between the various strategies to create a closed loop diagram for further testing. Findings: This study has found that the company did not choose a single “subsystem” (passenger or driver), but it has stimulated the creation of several mutually reinforcing motivation for have both subsystems interact to help the company grow. Originality/value: To the best of the authors’ knowledge, this paradox has never been studied using the complex adaptive system perspective. This perspective is particularly useful in this case and in the similar ones with several different interacting factors that cannot be really studied without using a higher order perspective
Equity Crowdfunding: Investigating the Role of Entrepreneurial Quality in Affecting the Success of the Campaigns
No full textLiquid crystalline properties of linear and network polymers containing allyl groups as lateral substituents
No full textInvestigating the impact of multidimensional social capital on equity crowdfunding performance
No full textThis research explores how social capital, in the multidimensional perspective using cognitive, relational and structural dimensions influences equity-crowdfunding (ECF) performance considering both the number of investors engaged and the funds collected. Our results demonstrate that cognitive dimensions in part affects ECF performance, in fact shared meaning has a little positive impact on both funding collected and the number of investors, while shared language has a negative effect on the investors involved. Both obligation and trustworthiness (relational dimension) positively influence ECF performance. Regarding the structural dimension, social network ties has positive effects on ECF performance, while social interactions has a positive impact on funding collected. The research contributes to the current literature on ECF and highlights new factors affecting ECF performance. The study has implications from both a theoretical and a practical perspective. The study findings will be relevant for entrepreneurs, platforms managers and policymakers and offers avenues for further research
Open innovation platforms: exploring the importance of knowledge in supporting online initiatives
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