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The purpose of this paper is to investigate the role played by turbulent environments in the evolution of hybrid (i.e. multi-party, cross-sector) partnerships for regional innovation. Although extant research suggests that organizations decide to participate in such partnerships to cope with their turbulent environments, little is known about how actual perceptions of turbulent environments influence the setup and evolution of a partnership.

The qualitative study adopts a longitudinal design to investigate the evolution of a cross-sector regional innovation partnership between ten very different organizations. With the help of the VUCA (volatility, uncertainty, complexity and ambiguity) model proposed by Bennett and Lemoine (2014a), the authors study the relation between partners’ initial perceptions of environmental turbulence and the models adopted for the partnership throughout its lifecycle (emergent, brokering and platform).

The authors show that partners’ intentions to solve perceived environmental turbulence through collaboration can have the unexpected consequence of triggering perceived turbulence inside the collaboration itself. Specifically, the authors show that perceived partnership VUCA at each stage is a result of partners’ attempts to cope with the perceived VUCA in the previous stage.

The study highlights a set of common traps that both public and private organizations engaged in hybrid partnerships might fall into precisely as they try to lower VUCA threats in their environments.

The work accounts for the relationship between external and internal perceptions of VUCA in hybrid partnerships for regional innovation, and, in particular, provides a better understanding of what happens when organizations choose to enter hybrid partnerships in order to deal with perceived threats in their environments.

This paper aims to proposes a framework, labeled strategic alignment matrix, to attain organizational alignment by integrating the horizontal dimension of performance (results driven by activities carried out by multiple organizational units) and the vertical one (results of single units) through the use of a sophisticated information structure composed by quantitative measures and management processes.

A science-based design approach was adopted. A review of the literature on strategic performance measurement systems (SPMS) and coordination allowed the identification of a set of design principles (guidelines reflecting the accumulated knowledge in the literature). The design principles guided the design of the proposed framework. The framework was tested in a tiles company on the new product development process.

Five design principles are presented for the design of a working SPMS as follows: to integrate the horizontal and vertical dimensions of performance; to have all the relevant information in one place (package); to understand how actors contribute to the overall performance; to favor the emergence of integrating conditions for coordination; and to enrich the role of quantitative non-financial information to attain inter-functional integration. During the test of the framework, managers highlighted the increased ability to coordinate actions and the existence of double-loop learning.

The model was tested in one organization. The study should be replicated in other contexts connecting the strategic alignment matrix to the budgeting and incentive systems.

Working at the interface between science and design helps to address the theory-practice gap that has been a priority in management studies for long.

This paper focuses on the process that generates resistance to change in a small organization. We build a grounded theory that interprets resistance to change in terms of interdependencies between the characteristics of the economic environment and of the industry, the dispositions of individuals, and the patterning of their actions within the social network. These three levels of analysis are mainly investigated separately from one another in empirical studies. An Italian small manufacturing firm was the object of our field study. Observations, ethnographic interviews and analysis of documents were the techniques employed.

China's experience of investing in Latin America in one of the main sectors included in the BRI architecture, railways, has faced significant challenges: only one of four Chinese potential railway projects in Latin America has materialised. The purpose of this paper is to explore these challenges and to provide an explanation focusing on the importance of the “domestic politics” factor.

The paper proposes a comparative study of four cases, developing a qualitative analysis based on an in-depth review of the literature and primary and secondary sources of information.

The findings suggest that domestic politics played a significant role in the outcomes of the Brazil–Peru Bi-Oceanic railway (changes in government), in Argentina's Belgrano Cargas modernisation project (multiple “domestic politics” factors, such as a presidential campaign), in Venezuela's failed Tinaco-Anaco high-speed train project (authoritarian turn/country's stability) and in Mexico's Querétaro-Ciudad de México high-speed train project (corruption and popular contestation). The paper suggests that one should not expect an easy or fast projection of the BRI in the region, at least in the short- and mid-term, because becoming familiar with the domestic politics of Latin American is a complex and gradual task.

The particular impact of the political risks related to domestic politics in the Chinese Foreign Direct Investment (FDI) in Latin America has not been extensively explored, especially in the railway sector. This paper intends to contribute to this literature gap by analysing four cases of Chinese investment in railways in Latin America, an area that has received little attention in the studies of the Chinese FDI in the region, and proposing an explanation of their outcomes focusing on the “domestic politics” factor.

The objective of this study is to address the diplomatic and economic implications of the participation of Latin America and the Caribbean (LAC) countries in the Belt and Road Initiative (BRI).

The study examines official documents related to the BRI and LAC's signing of the Memorandum of Understanding within the framework of the BRI (MoUs) in order to look into what it means to join the BRI. Additionally, it also introduces the findings of articles in Asian Education and Development Studies' current issue published in 2020.

In LAC, the BRI does not represent a new policy, but rather the updating and rebranding of a pre-existing one. The BRI primarily consists of an official discursive framework which aims to build a coherent narrative for a wide range of different projects and policies geared toward the improvement of connectivity with China through the development of trade and investments. However, most of these projects were implemented prior to the BRI. Pragmatism lies at the core of this framework which neither has a regulated accession process nor any binding effects. As a result, the signing the MoU represents, foremost, a diplomatic mise-en-scène. The study operates under the belief that BRI membership is not dichotomous; rather, it must be observed in terms of the countries' level of participation. In line with this, the implementation of a generalized BRI policy in LAC countries would not be advisable. Moreover, it must be noted that the BRI's reach to Latin America can be rather problematic due to the fact that the latter was not initially a participant.

The study aims to explore the significance of the BRI beyond the official discourse and discuss the involvement of LAC countries in it. Scholars studying the BRI in other regions have noted that there is not enough information on this policy in the context of LAC.