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This paper describes and discusses company spin-ins and spin-outs as a means to understand company growth in a dynamic context. The following question is asked: How can growth be understood in spin-ins and spin-outs of innovative firms? The paper suggests return on capabilities as a measure to understand growth in an open innovation context.

The empirical part of the paper consists of a single case study. Data was captured through interviews and secondary data sources.

The paper points to that resources alone do not explain strategic decisions by a company and how spin-ins and spin-outs result from the need for capabilities, changes in business foci and temporary solutions to deal with overcapacities or lack of alternatives.

The paper contributes to research by discussing contemporary issues in strategy and innovation and relating them to the resource-based view and the growth of the firm. Spin-outs, and acquisitions and divestitures as interlinked events have rarely been focused on in the literature, while they remain frequent phenomena in practice.

The purpose of this paper is to explore the emergence of innovation in smart service systems to conceptualize how actor’s relationships through technology-enabled interactions can give birth to novel technologies, processes, strategies and value. The objectives of the study are: to detect the different enablers that activate innovation in smart service systems; and to explore how these can lead dynamically to the emergence of different innovation patterns.

The empirical research adopts an approach based on constructivist grounded theory, performed through observation and semi-structured interviews to investigate the development of innovation in the Italian CTNA (Italian acronym of National Cluster for Aerospace Technology).

The identification and re-elaboration of the novelties that emerged from the analysis of the Cluster allow the elaboration of a diagram that classifies five different shades of innovation, introduced through some related theoretical propositions: technological; process; business model and data-driven; social and eco-sustainable; and practice-based.

The paper embraces a synthesis view that detects the enabling structural and systems dimensions for innovation (the “what”) and the way in which these can be combined to create new technologies, resources, values and social rules (the “how” dimension). The classification of five different kinds of innovation can contribute to enrich extant research on value co-creation and innovation and can shed light on how given technologies and relational strategies can produce varied innovation outcomes according to the diverse stakeholders engaged.

The purpose of this paper is to examine an issue of critical importance to America’s national security. The Civil Reserve Air Fleet (CRAF) is a public/private partnership between US air carriers and the Department of Defense (DOD) for the provision of contingency airlift services to the military in times of national need. Formed in 1951, the CRAF has only been activated twice, but it has continued to be a source of emergency air transportation should the nation require resources beyond those available from the US Air Force. Sweeping changes occurring in global trade, commercial aviation, national defense policy and foreign relations suggest that changes will be needed to maintain the CRAF as a strategic defense transportation resource.

This paper examines the long-standing national policy of relying on commercial interests to provide contingency transportation to the DOD in wartime. The CRAF will be singled out for closer examination in light of environmental changes occurring in the airline industry, international trade and global threats to the nation. The purpose of this analysis is to then assess the partnership’s ability to remain relevant in an uncertain future.

First, commercial cargo aircraft are downsizing thereby becoming less useful to the DOD. Second, there is no new wide-body military airlifter on the horizon. Third, threats from hostile nations are becoming more indirect and subtle, requiring planners to think “outside the box” when assessing the need for strategic airlift over the next 20-50 years.

The CRAF has not fundamentally changed since its inception in 1951. The time has come to reexamine the partnership to ensure that it remains America’s emergency lifeline.