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The purpose of this paper is to present and discuss an unconventional approach for developing organizational learning inside companies. The subject of this paper is the interactive mode of organizational learning – involving shared understanding and sense-making – which has proven useful in the current turbulent era and complex competitive environment.

The paper is based on an inductive and phenomenon-driven approach. The data collection method consists of interviews with involves informants. The empirical context of the research is Open Factory – the largest open-door event for industrial manufacturing in Italy.

Companies participating in Open Factory gained several benefits in terms of interactive learning. In particular, intra-organizational knowledge sharing, staff motivation, and more focused organizational identity were reported as the most relevant advantages.

Companies eager to enhance their interactive mode of organizational learning should seriously consider taking part in events such as Open Factory or should strive to create a similar event.

To the best of the authors’ knowledge, this paper is the first to describe and analyze open-door events for manufacturing companies as a source of organizational learning.

This study focuses on memorable customer shopping experience design in the sporting goods retail setting. It aims to identify the phygital customers' needs and expectations that are satisfied through in-store technologies and to detect the in-store strategies that use these technologies to make the store attractive and experiential.

This exploratory study adopted a qualitative research methodology, specifically a multiple-case study, by performing semi-structured interviews with sporting goods store managers.

Sporting goods retailers use various in-store technologies to create a phygital customer shopping experience, including devices, mobile apps, wireless communication technologies, in-store activations, support devices, intelligent stations, and sensors. To improve the phygital customer journey and the phygital shopping experience, retailers meet customers' needs for utilitarian, hedonic, social, and playfulness experiences. Purely physical or digital strategies, as well as phygital strategies, are identified. This research also proposes a model of in-store phygital customer shopping experience design for sporting goods retailers.

Sporting goods managers can invest in multiple technologies by designing a physical environment according to the customers' needs for utilitarian, hedonic, social, and playful experiences. In addition, they can improve the phygital customer shopping experience with specific push strategies that increase customer engagement and, in turn, brand and store loyalty.

This study highlights how the phygital customer experiential journey can be created through new technologies and improved with specific reference to the sporting goods stores.

The purpose of this paper is to profile wayfinders into homogeneous sub-groups according to their wayfinding ability, and to investigate the differences between the clusters identified and their evaluations of satisfaction.

This study uses survey data collected in a hospital in the Northern part of Italy. The survey questionnaire assessed the participants’ self-estimation of wayfinding ability in terms of wayfinding competence, wayfinding strategy and wayfinding anxiety, as well as the wayfinder’s satisfaction.

The findings propose that three factors, namely, individual orientation skills, confidence in servicescape elements and anxiety control, contribute to defining wayfinding ability. Based on these factors, cluster analysis reveals three profiles of wayfinders, as follows: the Easy Goings, the Do-it-yourselves and the Insecures. Group differentiation comes from wayfinding ability and customer satisfaction levels.

The results of this study advance the segmentation literature by analyzing different types of wayfinding ability that can lead to different satisfaction levels.

These findings will help service managers improve servicescape design and help them formulate effective targeting strategies.

While previous research outlined the importance of some factors such as gender differences, familiarity with the service environment and cognitive approaches, this study recommends the examination of the profile of visitors to the service setting to allow them to find their way more effectively.

The purpose of this paper is to identify customers’ needs and expectations regarding servicescape surveillance management (SSM) in order to suggest to service managers how they can carefully design a service environment to ensure a high level of security while concurrently enhancing the customer service experience.

Given that this study is explorative in nature, it is based on a specific method of qualitative data collection: focus group interviews. Three focus group sessions were organised with 24 Italian customers of retail stores, hotels and hospitals. The multi-expectation model proposed by Parasuraman, Berry and Zeithaml, which distinguishes between what customers consider acceptable (adequate service level) and what they hope to receive (desired service level), was chosen as the reference framework to investigate customers’ needs and expectations from SSM.

Servicescape surveillance must be compatible with customer satisfaction. Customers are acceptably satisfied when servicescape surveillance offers them feelings of physical safety, psychological security, economic security and the right to privacy. They desire that surveillance also allows them to live a positive service experience in sensorial, psychological, social and temporal terms. However, customers’ expectations of adequate and desired service levels are different in terms of the presence, quantity and visibility of surveillance in the three service areas examined. Interestingly, customers expect to find more visible surveillance measures inside retail stores rather than in hotels and hospitals, but they prefer to receive invisible surveillance in the servicescape.

Service managers should consider surveillance not as a cost or a tool for detecting and punishing inappropriate or criminal behaviour, but rather, as an opportunity for enhancing the customer service experience. They can invest in servicescape design elements, technological surveillance solutions and continuous training of security personnel to meet their customers’ adequate and desired service levels.

This study provides two major contributions. From the theoretical viewpoint, it extends knowledge of the hitherto under-researched area of SSM by identifying customers’ needs and expectations of surveillance and the customer service experience, which are topics usually examined separately in the literature. In terms of managerial implications, it provides store/hotel/hospital managers with recommendations on how to design a servicescape that is both secure and pleasant.

Since the outbreak of the Covid-19 pandemic, many restaurants and catering businesses have introduced or improved online food ordering and delivery services (OFODSs). This study aims to identify service quality expectations about OFODSs, to examine their content and to suggest management strategies to meet these expectations.

Adopting a qualitative method, four focus groups were conducted amongst Italian users of OFODSs.

The results reveal three dimensions of expectations, each comprising two categories that can be set along a continuum: (1) basicness of expectations (ranging from implicit to explicit), (2) accuracy of expectations (ranging from fuzzy to precise) and (3) attainability of expectations (ranging from realistic to unrealistic). Content may refer to technical, social, economic, legal and technological aspects. To meet customer expectations, the following strategies are suggested: customer reassurance, flexibility, continuous improvement, customer education, adaptation to customers' requirements and monitoring of exceptions.

This study provides specific activities in which restaurants and catering businesses could invest to enact the management strategies that emerged from the analysis.

This paper proposes a new classification of expectations and framework for improving OFODS quality by managing customer expectations.

This study aims to examine the role of the servicescape in the customer experience management (CEM) of a themed amusement park following the COVID-19 pandemic. Considering the managers’ and customers’ perspectives, this study specifically addresses the following three research questions: first, What changes have occurred in the servicescape following the adoption of safety measures in the park in response to the COVID-19 pandemic? Second, What are the effects of these safety measures in relation to CEM? Third, What are the changes that could be maintained in the future to continue improving the customer experiential journey in the park?

A single case study method was adopted. Gardaland Park was selected as the case for this study. Data were collected from several sources: in-depth interviews with managers of Gardaland Park, focus group interviews with customers, and the corporate website and documentary. Reflexive thematic analysis was used to examine the data.

The findings reveal that safety measures affect the physical, social and digital (e- and smart) servicescape by influencing the aesthetic (reassurance), entertainment (relaxation), escapist (enjoyment and distraction) and educational (learning) experiences. Among the various changes implemented, the digital servicescape can be improved in the future when the pandemic is over by providing flexible solutions in relation to services at the park (e.g. virtual queuing) or on the website (e.g. dynamic booking).

The findings provide park managers with practical advice about servicescape organization to facilitate offering safe and memorable customer experiences.

To the best of the authors’ knowledge, this is the first study to address the effects of safety measures on the servicescape and CEM in themed amusement parks after the COVID-19 pandemic.

Higher education institutions draw up codes of ethics, but in several countries there are no standards to follow. Most universities have autonomy and can freely draw up their codes of ethics in terms of structure and content. The purpose of this paper is to understand the main ethics issues that universities identify in their codes of ethics and what activities they implement to respond to these issues toward appropriate educational management of their institutions in ethical terms.

This study was performed through content analysis of codes of ethics of Italian public universities (64 codes), and may be considered a single in-depth case study. The main ethics issues and related activities were inductively codified in relation to the research purpose. The four constitutive aspects of business ethics (individual, managerial, organizational and societal ethics) proposed by Melé were chosen as the framework to investigate the main ethical needs and related activities implemented by universities to respond to these ethical issues.

This research has identified nine main ethical issues and related activities that contribute to guarantee the ethical compliance of universities under the four interrelated aspects different individual behaviors, managerial initiatives, organization strategies and responsibilities toward society. The analysis shows some relevant differences among Italian universities that have important implications in the ethical vision of academic communities and of managerial role in universities.

The research can help managers of higher education institutions to identify the main ethical issues to draw up codes of ethics and to formulate consistent development strategies that are able to improve the conditions of collaboration, work and productive participation in activities for all members of academic communities.

To the best of the authors’ knowledge, this is one of the first studies that connect codes of ethics and higher education. This research brings to light the main ethical issues and related activities that universities can consider to orient their strategic choices toward the public interest as well as educational management improvement.

This study aims to detect the dimensions of the in-store customer shopping experience from the sports retailer perspective and to investigate how the role of sports equipment stores is changing.

This exploratory study performs semi-structured interviews with retail managers of sports equipment stores.

This research reveals the importance of the dimensions of immersive design, sensorial ambient elements, social relationships, trialability and real experience sharing in designing a memorable in-store shopping experience in sports stores, and it highlights that the store's role in the sports context is transitioning from sales space to an interactive, immersive, engaging and convivial place. It proposes a model to design the in-store customer shopping experience effectively.

Sports equipment managers can make their physical stores as experiential as possible by investing in expert, passionate personnel and technology in order to create a real in-store experience of the product and the sports practice.

While sports equipment retailers acknowledge the importance of providing customers with a memorable shopping experience by creating an evocative environment and placing multiple touchpoints in stores, management scholars have paid limited attention to sports stores. This study explores the ways in which sports retail managers can design their stores effectively in experiential terms.

This paper aims to examine the content dimensions and methods of accelerating the entrepreneurial learning (EL) triggered by participating in learning events, such as factory tours. It particularly focuses on the Italian case of Open Factory – an open-doors event of industrial manufacturing culture.

This study adopted a qualitative approach using the “Gioia” methodology. Data were mainly collected through semi-structured interviews with firms participating in and organising Open Factory.

The dimensions of EL are learning from critical reflection, experience and external sources, while the enablers of EL (factors that accelerate learning) are varied and connected to organisational learning in the form of individual-, team- and institutional-level learning. Based on these results, this paper proposes a model for developing EL triggered by participating in learning events.

This research suggests developing appropriate organisational conditions inside firms, especially by entrepreneurs. These conditions are connected to sharing organisational values to foster learning, such as trust, commitment, involvement, awareness, sharing of experiences, exchange, autonomy and freedom. In addition, this study suggests ways that the EL model proposed in this research can be adapted to other learning events.

This is the first study to connect factory tours to learning events and EL. It highlights the ways that participating in the Open Factory event created the chance to develop learning across organisational levels inside firms.

The purpose of this paper is to add understanding to whether the supply chain (SC) of ancient grains, einkorn in particular, may activate the virtuous mechanisms that enable pursuing a new equilibrium based on relationships and joint interests.

This study adopts the single case study as a methodological approach. More precisely, it focusses on the SC of ancient grains in Piedmont (Italy) examining in detail Mulino Marino. Interviews with the management of this single player and to some farmers’ local associations were carried out.

The einkorn SC in Piedmont Region is an interesting case of short, local and direct SC because it aims at delivering a product that is more sustainable in terms of production, nutritional values and properties. In addition, this study confirms previous studies according to which for an effective supply chain management (SCM) it is important to implement the following conditions: the right equilibrium among SC players’ physiologically conflicting interests, players’ integration and transparent information among all the SC stakeholders, including final consumers.

The study offers implications for food managers involved in the (short) SCM.

Elements of originality can be identified in this research to the extension of studies on SCM in the ancient grains industry.