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The paper analyses the emerging role of Social Sciences and Humanities (SSH) universities in contemporary society via third- and fourth-mission activities. In particular, the paper investigates the potential contributions that SSH universities can offer in developing and enhancing capacities, supporting the changing conception of innovation coherently through a Smart Specialisation Strategy (S3) approach.

The case study presents multiple third- and fourth-mission activities carried out by the University of Macerata (Italy). The activities are framed according to the roles universities could have in supporting S3.

Within third- and fourth-mission activities, SSH universities can play different and broader roles (generative, absorptive, collaborative and leadership), which could support regions in designing and implementing S3.

The paper shows the important contributions that SSH universities can make in their regions, both to support S3 and enhance the transition to sustainable development.

The article emphasises SSH universities’ multiple contributions to sustainable development and to innovation in the knowledge society/economy framework.

This case study captures SSH universities’ contributions to S3 and the wider innovation paradigm, by highlighting their transformational effect on regional economies.

This paper aims to understand the motivations driving cooperative behaviour between heterogeneous stakeholders in place-branding activities, focusing on contract-based and relation-based cooperation constructs.

The longitudinal case study method is used to help understanding how the investigated network has evolved over four years from an attempt to build a regional umbrella-brand to a network contract between 13 enterprises.

The findings suggest that the relationships of trust and shared values among stakeholders are essential to foster cooperation, but also that contract-based governance complements a relation-based governance, enhancing the performance of the alliance.

The main limitation is related to the case study methodology, as results are strongly dependent on the specific characteristics of the stakeholders and the geographical area analysed.

The role of stakeholders in building a place brand is increasingly important. When analysing cooperative behaviour drivers, more attention should be paid to such intangible assets as social, human, relational and organisational capital.

This longitudinal case study emphasises that for success in place-branding activities, contract-based cooperation can be particularly useful at the beginning of a network alliance, while relation-based cooperation ensures the strength and continuity of the partnership but it takes time to develop. Responsible leaders, working as relationship facilitators/enablers, are important to keep network members engaged, by creating trust and favouring mutual beneficial relationships between stakeholders.

The Italian legislature GAVE to the Italian Competition Authority has an increasingly prominent role for the consumer protection over the years, especially giving the possibility to impose fines against companies. The purpose of this paper is to focus on the Italian system of consumer protection, studying the impact of these fines on the Italian agrifood companies till 2012.

Grounded theory approach was used in order to formulate new hypothesis from emerging data. Information and data were collected through several sources: interviews with key informants of ICA, secondary data from ICA database, a survey run among companies that received a penalty from ICA during the period 2007-2012, companies website, LexisNexis database and National print and web media titles.

From the analysis it emerges that there is an accurate system planned for avoiding and limiting misleading practices. Firms in fact have been capable to adapt to the set of imposed rules and to reduce the efficacy of the proposed dissuasive system.

The originality of this study regards the way in which the consumer protection was investigated, in fact it takes into account the relationships between ICA and IAP, two of the most important players of consumer protection in Italy. Moreover, the study is focussed on the agrifood sector. The authors give some recommendations for future interventions focussing on the length of time of the process, which could have a positive impact on the effectiveness of sanctions.

Over the past few decades, higher education institutions (HEIs) have become key players in regional economic development and knowledge transfer, which has led to a third mission for HEIs and the entrepreneurial university. The purpose of this paper is to assess the challenges of HEIs in fulfilling the third mission for economic development and the changing role of being an entrepreneurial university, and the changes that need to be implemented to fulfill this new mission.

The authors have drawn on current literature to examine academic entrepreneurism and the entrepreneurial university, and how universities are fulfilling their third mission.

The findings from our review of the literature demonstrated the varied economic and social benefit of universities conducting external third mission/entrepreneurial activities in the community, as well as how the changing role and expectations of universities to become more entrepreneurial, has not only changed the expectations and role of university administrators, faculty and staff but also the business community which they serve. The review also showed the varied challenges for universities in fulfilling the third mission of economic development.

Although ample literature and cases about universities’ third mission of economic development and the new entrepreneurial university (especially with research universities) were available, literature or research was limited on the specific challenges and obstacles faced by administrators, faculty and departments in fulfilling this mission, and few studies recommended changes that needed to be implemented in HEIs to support this new mission.

The paper supports the potential role that HEIs play in implementing economic development in their communities or region. The paper also highlights some of the necessary resources and policy changes that policymakers and university administrators need to implement to reward and recognize faculty in conducting outreach activities as part of the university’s third mission.

The findings from this study highlight the challenges and barriers for faculty, staff and HEIs in fulfilling the third mission and becoming an entrepreneurial university.

The purpose of this paper is to examine the case of the Italian Food Bank Foundation, highlighting how ongoing global and European challenges are pushing the organization to adapt and change. The paper aims to identify the new role that the Italian Food Bank should play in response to these new challenges.

A case study was developed. Data were collected through the combination of a survey and in depth interviews with people working for the organization.

Although the Food Bank has done a lot to improve its delivery of food aid and to respond to changing needs, it appears that the organization has not pursued a clearly defined strategy, and thus it should adopt a strategic mindset.

The paper provides details on the Italian Food Bank and the importance of adaptation to and management of change. Moreover this is the first attempt to describe the work of the Fondazione Banco Alimentare Onlus for an international readership.

The purpose of this paper is to give some enlightenments on value innovation in the wine industry and, more specifically in the US wine market, in order to suggest new strategic options to Italian wineries.

After having provided a theoretical framework about value innovation and the US Premium Bag in Box (PBIB) wine market, a case study about a leading firm is presented.

The adoption of a new packaging concept may help traditional Italian wineries to develop their sales. Understanding the dynamics and benefits of value innovation, would help wineries in getting over the obstacles for introducing innovation, and developing a truly perception of consumers' preferences and new managerial skills.

This research implies new studies in consumers' perceptions and willingness to pay for Italian wines in the USA. On the firms' side, it is important to understand wineries costs and organization structure in order to evaluate the possibility of new packaging introduction. Understanding the dynamics of value innovation in the wine industry would lead to gain a competitive advantage. Further researches should focus on the linkage between firms' structure and resources and the paths they choose to adopt.

This paper can offer a valid suggestion for those firms whose export is suffering “New World” wineries aggressive strategies. Through PBIB wineries can adopt a “me‐too strategy” or develop a further niche in this market. According to the strategy chosen, wineries have to face many concerns, mainly pertaining to finances, organization, and production.

Value innovation and its exploitation under a strategic viewpoint have not been deeply considered in wine business literature.