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The purpose of this paper is to investigate the managerial practices that companies can implement in order to design a circular economy business model and how companies can create and capture value from a circular economy business model.

The paper adopts a single case study methodology with semi-structured interviews and company, supplier, and manufacturing site visits, conducted in a small-to-medium-size Italian company operating in the office supply industry.

The theoretical setting maps a set of managerial practices for a circular economy business model and sets the research gaps and questions in a research framework designed along three main dimensions: value network, customer value proposition and interface, and managerial commitment. Then, through an empirical analysis, the findings reveal that the proposed dimensions are interdependent and reinforce each other. Moreover, the managerial commitment as moderating factor between the value network and the customer value proposition and interface dimensions is identified as essential for reaching the intended goals of circular economy business models.

This study maximizes the depth of the phenomenon under investigation by leveraging a single case study methodology, which ideally helps in a theory-testing approach as in the present case. Future research opportunities could be found in qualitative and quantitative studies to increase the generalizability of the findings of this paper.

The paper presents a set of relevant managerial practices for circular economy business models that can be used by managers who have the will to embrace in practice circular economy principles to support the design, change, or upgrade of the business model of companies within which they operate.

An interdisciplinary approach that integrates the research streams of circular economy, social psychology, organizational behavior, and business model design has been pursued to test the theoretical setting and the research framework for circular economy business models in a real-world context.

The purpose of this paper is to focus on the adoption of the open innovation paradigm in the bio‐pharmaceutical industry and investigate through which organisational modes (e.g. collaborations, in‐ and out‐licensing) open innovation has been implemented and how these modes are interwoven with the different phases of the drug discovery and development process. Open innovation is currently one of the most debated issues in management literature. Few contributions, however, have paid attention so far to systematically and longitudinally addressing the adoption of open innovation in a specific industry.

A two‐step research strategy has been adopted. First, a panel study of top industry representatives was organised to operationalise the concept of organisational modes of open innovation in the bio‐pharmaceutical industry. Second, the open innovation modes used by the first 20 pharmaceutical biotech firms worldwide have been documented over the period 2000‐2005 in the various phases of the drug discovery and development process.

A framework of analysis, establishing the relations between open innovation modes and the phases of the drug discovery and development process, has been developed and assessed in the industry, allowing the determinants of adoption of different modes and their managerial implications to be discussed and to relate them to the peculiarities of the biotech industry.

The paper contributes to the ongoing debate on open innovation by representing one of the first attempts to systematically and longitudinally assess the extent and particularly the determinants of the adoption of open innovation in a specific industry.

The aim of this paper is to develop the conceptual design of an information and communication technologies (ICT) platform supporting the inbound open innovation (OI) process within the technological developments business unit of Leonardo Defence Systems.

After a preliminary phase concerning the context analysis, methodology includes three main steps: conceptualization of functions; preliminary design; and conceptual design of the system/SW architecture. In each of these phases, the authors tried to merge evidence from the scientific literature with empirical insight emerging from the field.

Results report the conceptual design proposal for an integrated ICT platform supporting the OI. It includes the conceptualization of main functions, the preliminary design deriving from use cases and the proposal for the overall system architecture and data model.

The research focuses only on the conceptual design phase; at this stage, the platform has not been still implemented or tested. Also, generalizability concerns may arise from the single-application context.

The outcoming conceptual design can be useful for firms that open their boundaries to external partners, as well as for software developers which could draw on it. Firms approaching similar OI challenges can re-contextualize the platform to their own setting.

Originality of this research relies on the attempt to show how ICT can support firms in their OI processes and, secondly, to support firms aiming to create a positive environment that encourages people at leveraging existing external technological opportunities and sources of knowledge. In so doing, a systematic design approach to the definition of the conceptual proposal is also pursued.

The role of information and communication technologies (ICTs) and digital platforms in enabling connectivity and collaboration among actors is neglected when dealing with outbound open innovation (OI). Moreover, the outbound OI process is not currently defined in a univocal way. Thus, this paper aims to outline the outbound OI phases and to explore role and capabilities of ICTs in supporting it.

Through a literature review approach, the authors specified the outbound OI process. Hence, the authors leveraged the similarities between the knowledge management process phases and the outbound OI phases for developing a conceptual framework that could match the outbound OI phases with acknowledged categories of ICT tools.

Through a process-view, the authors outlined outbound OI as a three-phase process. The authors developed a matrix-shaped framework in which the columns represent the three outbound OI process phases, while the rows are three ICT categories that could be suitable for supporting the outbound OI process.

The framework is designed to guide a deep understanding of how ICTs could support specific phases of the outbound OI process. In so doing, it could be useful for software developers interested in the preliminary design of an ICT platform for outbound OI.

The conceptual framework proposal as follows: specifies a detailed, process-oriented definition of the outbound OI; allows to identify the main ICT categories supporting the phases of the outbound OI process; and provides guidance for further exploration about the role of ICT in outbound OI.

The purpose of this study is to shed further light on determinants of the openness degree to give a more conclusive evidence to the research in the field. In particular, the influence exerted by the technological strategy is still debated, in that evidence on the relationship between the technological strategy and openness is conflicting.

The authors put forward a structural equation model which enriches the state-of-the-art literature by explicitly testing the interplay among technological strategy, openness (innovatively measured in terms of partner intensity, phase intensity and variety in terms of partners, phases and contents) and innovation performance. Our study relies on data from 415 firms based on a research survey developed in Finland, Italy and Sweden.

Findings show that openness, if measured in terms of partner intensity and phase intensity, fully mediates the relationship between technological strategy and innovation performance, by suggesting that the effectiveness of a firm’s technologically aggressive behavior is strongly related to the intensification of collaboration with the partners along the innovation funnel. Conversely, openness variety seems to play an opposite role and is influenced differently by partner and phase intensity. This result likely emphasizes how the cost-side of open behavior becomes harder to manage, and thus costly, when it involves too many different types of partners, phases and contents.

Firms that adopt a technologically aggressive strategy are recommended to deeply open their innovation process to foster innovation performance. However, because of the fact that a high level of openness variety could generate some drawbacks, managers should be very careful in the management of different phases, sources and content. Therefore, what clearly emerges is a call to find adequate strategies for effectively managing the collaboration process to avoid the waste of resources and initiatives.

Originality and the value of the paper reside in a more fine-grained definition of the openness concept, which takes into consideration other facets of openness compared to those usually analyzed in the literature, and a powerful statistical model, such as structural equation modeling, offering great advantages and flexibility in matching the theoretical model with the data.

The purpose of this paper is to explore how sustainability can become a source of competitive advantage for mature manufacturing sectors where technologies are standardized, and innovation is mainly generated across the value chain and not by individual companies.

From the methodological point of view, this research estimates the sustainability status of ceramic production in the Sassuolo district (Italy), using the Life Cycle Sustainability Assessment (LCSA) model, and changing the observation point for the analysis, from the enterprise (micro level) to the entire sector (meso level).

This paper provides an analysis of the environmental, economic and social impacts of the four main types of ceramic tiles manufactured in Italy, both in aggregate terms for the entire sector and per square meter of product.

The methodological approach used in this research is easy to replicate both for companies when designing their sustainability strategies and for public decision makers when assessing the sustainability performance of a sector or supply chain.

For the first time, a socio-economic impact assessment is proposed for the ceramic sector, conducted in parallel with the environmental impact assessment through stakeholder mapping and prioritization.

This paper conceptualizes the theme of relations and interdependencies between ceramic producers organized in industrial districts and the territories in which they operate in order to determine empirically the sustainability performance of Italian ceramic sector, using the LCSA model with a territorial extension that presupposes an innovative contribution to current literature and practice.

Radical innovation is still a debated concept in the field of innovation management. Very often, firms cannot pursue radical innovation due to the lack of access to markets, right expertise and financial resources. This issue is even more relevant nowadays, as companies have started to open their innovation activity to external partners. Despite the surging interest in the topic of radical innovation in a context of open innovation, scholars have shown how it can be difficult for companies to achieve the desired outcomes because of a failure to implement the right organizational forms of collaboration with external partners. The paper examines how companies implement successful open innovation cases that lead to successful radical innovations through dedicated organizational forms of collaboration.

The present article leverages three qualitative cases of open innovation projects where SAES group (or the “Company”), an Italian technology-based company, has exploited open innovation through dedicated organizational forms of collaboration to pursue radical innovation.

The findings show how the analyzed cases have required the Company to implement three different forms of collaborations: (1) equity alliance, (2) acquisition and (3) joint venture to pursue radical innovation. In addition, the results give some suggestions about the decision-making processes of the Company and show how a set of both rational and soft factors, such as technical, cultural, geographical, dimensional and human, have to be considered in implementing open innovation for radical innovation.

The results of this study reinforce and enrich existing research on the factors that decision-makers can evaluate for deciding which open innovation modes are the most suitable for leading to successful radical innovations.