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The aim of this research is to elucidate the correlation between open innovation, digital strategies and networking in enhancing agricultural enterprises within the new perspective of Agrifood 5.0. As such, it contributes to making businesses more competitive, especially in the Italian agricultural sector, where small and medium-sized enterprises are highly fragmented. Numerous studies have asserted that the competitiveness of actors operating within a specific territory is closely linked to local identity and image enhancement. Agricultural organizations are undergoing a profound transformation, with technological assets emerging as catalysts for new synergies. Advanced technologies such as robotics, the Internet of Things (IoT) and automation (AI) are emerging as differentiating elements capable of further advancing the agricultural sector, transitioning it from Agrifood 4.0 to Agrifood 5.0. The empirical analysis of the research shows a positive correlation between a collaborative attitude and a propensity for innovation. Indeed, the data demonstrated that digital strategies and open innovation positively influence competitiveness in agricultural SMEs.

The methodology employed in this study is mixed, incorporating both qualitative and quantitative approaches. The quantitative aspect involves analysis of the dataset from the Italian Statistical Institute (ISTAT) through logistic regression, while the qualitative component entails analysis of semi-structured interviews conducted with a sample of 174 agricultural cooperatives in southern Italian regions (Campania). This approach allows for a comprehensive understanding of the research topic, capturing both numerical trends and nuanced insights from interviews.

After analyzing the data from the 7th General Census of Agriculture conducted by ISTAT, a clear understanding of the sector has emerged, revealing several potential research avenues. It is evident that innovation in the agricultural sector is often driven by the largest and best-capitalized production entities, primarily located in Italy. Conversely, smaller agricultural entities can benefit from networking as new technological assets act as catalysts for new synergies, innovation and competitiveness.

Enhancing the relational contribution within the network and humanizing a fragmented sector are crucial elements for promoting open innovation. Network structuring facilitates the transmission of managerial knowledge, contributing to an overall increase in the intellectual and relational capital of the agricultural sector. These factors, combined with open innovation, enhance the competitiveness of individual firms and elevate the brand of the entire sector, creating a conducive environment for transitioning toward Agrifood 5.0. This transition is characterized by increased interconnection, continuous innovation and overall prosperity. Specific studies on this topic are lacking in Italy, particularly in the southern regions. Therefore, this contribution focuses on investigating the Campania region.

The novelty of this study lies in its investigation of the relationship between agricultural enterprises and innovation in the context of enterprises networking strategies (i.e. associationism and/or cooperation), promoting competitiveness. The limitations of this study are related to the dimension of the sample selected and its relationship with other productive sectors.

This study aims to complement the literature disparity regarding the practice of technology in intermediary business models, which is still limited. The discussions of this study comprise (1) the comprehension of intermediary business models through building block modification and (2) the crystallization of blockchain adoption for intermediary business models.

This study encourages the development of a new canvas through the iteration between theories and empirical evidence of intermediary business models, including using blockchains in this model. The new canvas was developed referring to the system complexity of the intermediate business model and confirmed using a single case study. The case studied was ALKO, which drives its business value by adopting blockchain technology. A few data sources were used to produce robust findings in this study.

The new canvas can elucidate the intermediary business model with designated case studies. Blockchain technology significantly contributes to the intermediary business model, where this technology can influence the entire activity system. The technology is being adopted as a “creation” for the firm to realize the “proposition” offered and “capture” value. In this typical business model, this technology is applied to implement shared values such as traceability, authenticity and integrity of information. This business model shows firm activities as coherent and cohesive relationships between blocks.

Blockchain technology strengthens intermediary business models through its unique features. This study also describes the role of this technology in a particular system through the development of an intermediary business model canvas using a descriptive study. The intensity of this technology on a typical business model is clearly explained in this study.

This research brings a novel value in developing a canvas for intermediary business models and confirms the role of blockchain technology in this business model. The canvas design was carried out systematically, including explaining the contributions of blockchains in detail.

Exploring open value, cultivating digital capability (DC) and driving business model innovation (BMI) have become an inevitable choice for enterprises to meet market demand and adapt to environmental changes. However, as one of the situational variables of BMI, the positive or negative influence of openness has not been proved and the path mechanism between DC and BMI is not clear. Based on the dynamic capability theory, this paper takes manufacturing enterprises as an example to explore the internal impact mechanisms of organizational openness on BMI. It extends the analysis by introducing DC as a mediating variable and introducing manufacturing enterprise type (high-tech and non-high-tech) as a moderating variable.

A questionnaire survey was conducted using data collected in China, data from 355 manufacturing enterprises were collected to carry out empirical research. Participants were mainly middle and senior managers with a comprehensive grasp of their firms’ information. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were used to test the reliability and validity of the sample data, and negative binomial regression analysis was used to test hypothesis relationships.

The authors find an inverted U-shaped relationship between openness and BMI, and explain that excessive openness may lead to low resource utilization, organizational inertia, cooperation distrust, which will have a negative impact on BMI. DC includes digital resource capability (DRC), digital management capability (DMC) and digital collaboration capability (DCC), which promote BMI and play a mediating role between openness and BMI. Enterprise type has a moderating effect on the relationship between DC and BMI.

The results of this paper summarize the opportunities and threats of open innovation, help enterprises fully understand the double-edged sword impact of openness, guide manufacturing enterprises to be sensitive to openness and achieve sustainable innovation. By analyzing the path of DRC, DMC and DCC to BMI, managers can improve their understanding of digital-driven value creation process and improve the competitive advantage of enterprises.

This paper presents the relationships among openness, DC and BMI. We find the non-linear effects of openness on DC and BMI, bridging the inconsistent view of positive or negative relationship between openness and organizational change in previous studies. The introduction of DC extends the theory of dynamic capability in the digital age, and opens the “black box” from opening to BMI from the process perspective of DRC, DMC and DCC. From the perspective of enterprise type, this paper provides different choices of capability upgrading and strategic innovation based on openness for high-tech and non-high-tech manufacturing enterprises.

This study aims to develop an in-depth understanding of how supplier selection helps social enterprises achieve their social missions while maintaining commercial viability.

The paper applies a multiple-case design to study the supplier selection processes of 15 Dutch social enterprises.

Social enterprises tend to build supply relationships through existing networks and evaluate suppliers based on value alignment, relationship commitment, resource complementarity, and cost. Depending on the possibility of social value creation in supplier selection, the importance of these criteria varies across different social enterprise models and between key and non-key suppliers. Moreover, suppliers’ long-term relationship commitment can help reconcile tensions between the social and commercial logic of a social enterprise and facilitate impact creation.

Data collection is limited to the perspectives of buyers – the social enterprises. Future research could collect supplier-side data to explore how they engage with social enterprises during the selection process.

Managers of social enterprises can use our research findings as guidance for selecting the most suitable suppliers, while organizations that want to collaborate with social enterprises should actively build network ties to be identified.

We contribute to the cross-sector collaboration literature by showing the underlying reasons for the preference for network reinforcing and indirect networking in supplier identification. We contribute to the social impact supply chain literature by revealing the critical role of supplier selection in shaping collaboration outcomes.

This paper looks at how stakeholders co-create value at mega-events from a service ecosystem perspective. Despite the growing interest, little is known about how value is co-created through such initiatives for individual stakeholders and the community.

Drawing on institutional and stakeholder theory, the study focuses on Cortina 2021, the World Ski Championships held in Italy in February 2021. It investigates how multiple actors co-create value within a service ecosystem through qualitative interviews with key stakeholders combined with the analysis of official documents and reports.

The research established that key stakeholders were willing to get involved with Cortina 2021 if they recognised the value which could be co-created. Such an ecosystem requires a focal organisation with a clear regulative and normative framework and a common cultural basis. The latter helped resilience in the extraordinary circumstances of Cortina 2021 and safeguarded long-term impacts, even though the expected short-term ones were compromised.

From a managerial point of view, the evidence from Cortina 2021 shows how a clear strategy with well-defined stakeholder engagement mechanisms can facilitate value co-creation in service ecosystems. Moreover, when regulative and normative elements are blurred because of an extraordinary circumstance, resource integration and value creation processes need to be entrusted to those cultural elements that characterise an ecosystem.

The study takes an ecosystemic approach to mega-events to explore value creation for the whole community at the macro level, not only at the individual or organisational level, even during a crisis, which greatly impaired the preparation and running of the event.

Religion could drive development. Although Ghana is touted as the most religious country in the world, notably, some Charismatic/Pentecostal churches operate at the expense of community development and members’ welfare. This study sought to achieve three objectives: to determine whether there is an opportunity for organizing the various churches for interfaith cooperative collective action; to assess the association between people’s religiosity and the propensity to join interfaith cooperative collective action and to assess people’s perceptions of the institutional framework that could facilitate the organization of the religious community in Ghana for interfaith collective action.

Descriptive statistics and an ordered probit model (OPM) were used to analyze cross-sectional data from a representative sample of households in the Greater Accra Region. Thematic analysis was also used to analyze the qualitative data.

The study found that generally, there is a positive response to a proposal to mobilize churches in an interfaith cooperative collective action, but distrust poses a great threat to interfaith cooperative collective action. The study also found that affiliation with the Seventh-Day Adventist Church and Pentecostal/Charismatic is negatively (positively) associated with the propensity to join a collective action, respectively. Finally, the results of the study found that accountability, proper management and fair distribution of the proceeds from a collective action will help in mobilizing churches in Ghana in an interfaith collective action.

This is the first major study to explore the possibility of interfaith collective action among religious denominations aimed at accelerating poverty reduction and wealth creation in any developing country.

The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-08-2023-0670

The COVID-19 pandemic resulted in significant declines in international tourist arrivals and receipts. It has also influenced destination preference, tourist demographic, travel motivation, and behavior. Recognizing health and safety as the new considerations in pursuing tourism activities in the better normal, this necessitated a reassessment of the current tourism industry by directing the attention from the usual destination-centric perspective to a value chain perspective. This chapter proposes a new paradigm for the better normal value chain by deconstructing the concepts of travel, tourism, and travel sectors and revisiting the concept of the tourism value chain (TVC) by mapping out the chain and its functional levels and integrating travel, tourism, and hospitality sectors in one value chain. Policymaking approaches such as reorganizing the value chain, empowering stakeholder involvement through coopetition, and resilience building in the face of possible adversities in the future should be adapted to achieve this suggested paradigm's goals. This analysis provides stakeholders with a broader understanding of the needed interventions in future-proofing the industry backed by industry trends in the better normal while fostering collaboration and offering flexibility to cope better in other possible shocks in the future.

Fish farmers in Africa often operate on small-scale culture units, primarily due to poor access to funding and low technology adoption. Digital innovation platforms seek to enhance farmers’ access to finance, production and farmers’ income. However, there is a lack of empirical evidence to support these claims. Therefore, this study investigated the factors influencing fish farmers’ access to microcredit from digital innovation platforms and the impact of this microcredit on fish farms’ yield and income in Nigeria.

A mixed-methods approach was adopted, and data were gathered from 387 fish farmers through a well-structured questionnaire and focus group discussion. The data were analyzed using probit regression and instrumental variable two-stage least squares regression.

The results revealed that ownership of smartphones, awareness of digital agricultural innovation platforms, farmers’ education, income, fish farming as a primary occupation, cooperative society and extension contacts positively influenced farmers’ access to microcredit from digital innovation platforms. The age of farmers and household size negatively influenced their access to digital microcredit. Digital microcredit positively and significantly impacted fish farms’ yield and farmers’ income.

Digital microcredit significantly increased fish farm yield and income. Therefore, digital innovation platforms should be encouraged and promoted through the creation of awareness about their ability to solve inadequate financing in agriculture by agricultural extension agents.

This study contributes to our understanding of the influencing factors for farmers accessing digital microcredit and how digital microcredit enhances farm yield and income.

Measuring shared value (SV) created in innovation ecosystems (IEs) is increasingly relevant but complex, given the multidimensional and multiactor nature of both concepts, which challenges traditional performance measurement systems (PMSs). Moving from this gap, the authors propose an integrated approach to extend the balanced scorecard (BSC) for measuring and monitoring SV creation at IE level.

The proposed approach combines the most recent contributions on PMS in IEs and SV to define perspectives and dimensions that are better suited to deal with the nature of both IEs and SV. The approach is also applied to the real case (Alpha) of an Italian IE through a step wise method. Starting from the IE vision, the authors identify in the strategy map the specific objectives related to each perspective/dimension combination and then associate a performance indicator with each objective.

The resulting SV BSC is composed of indicators interconnected along different perspectives and dimensions. The application of the approach to the real case proves its feasibility and highlights characteristics, advantages and disadvantages of the SV BSC when used at IE level. The authors also provide guidelines for its application to other IEs.

The study contributes to the research on PMS by introducing and applying to a real case an integrated approach to assess SV in IEs, overcoming the shortcomings of PMS framed for single firms. It can be of interest for both researchers in the field of ecosystems value creation and practitioners managing or promoting such complex structures.

This study aims to investigate the impact of stakeholders’ nonfinancial resources (NFRs) on companies’ profitability, filling a significant gap in the literature regarding the role of NFRs in value creation.

Data from 76 organizations from 2017 to 2019 were collected and analyzed. Four primary NFRs and their key value drivers were identified, representing core elements that support different dimensions of a company’s performance. Statistical tests examined the relationship between stakeholders’ NFRs and financial performance measures.

When analyzed collectively and individually, the results reveal a significant positive influence of stakeholders’ NFRs on a firm’s profitability. Higher importance assigned to NFRs correlates with a higher return on sales.

This study contributes to the literature by empirically bridging the gap between stakeholder theory and the resource-based view, addressing the intersection of these perspectives. It also provides novel insights into how stakeholders’ NFRs impact profitability, offering valuable implications for research and managerial practice. It suggests that managers should integrate nonfinancial measures of NFRs within their performance measurement system to manage better and sustain companies’ value-creation process.