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The purpose of this paper is to examine the contribution of corporate architecture to social value creation. It especially analyses the social effects of investments in experiential corporate architecture that have been carried out by Italian industrial companies.

This study follows a qualitative approach. It is based on a survey and semi-structured in-depth interviews undertaken with six Italian industrial companies. The dimensions of the social-entrepreneurship model (innovativeness, proactiveness, risk management) proposed by Weerawardena and Sullivan Mort were chosen as a framework to investigate the social effects of investments in corporate architecture.

The social effects of the innovativeness dimension are the integration of the company with the territory and development of sustainability. Proactiveness is related to improving the employees’ wellbeing in the workplace and the community’s quality of life. Risk management ensures the development of the local economic-social fabric.

This study combines social entrepreneurship and corporate architecture by highlighting the social effects of corporate architecture. Further, it proposes the structural embeddedness of the company in the territory of reference, a sense for beauty, and a sense of gift giving as further entrepreneurial traits that are generally not proposed in the social entrepreneurship literature.

The results of this study suggest that top management should consider: that investments in corporate architecture are a deliberate strategy of the company; that profits are not a purpose in and of themselves, but rather a means to achieve the social mission’s objectives; and the relationship with architects in terms of mutual involvement in order to understand corporate and local needs and effectively transform them into appropriate architectural solutions.

Corporate architecture can help to solve a number of social problems, such as improving the community’s quality of life, providing employments opportunities, allowing the community to benefit from places of socialisation and aggregation, and offering facilities and services that support culture and encourage cultural exchange. Given that the social benefits are reciprocal, all stakeholders should financially support companies that invest in corporate architecture.

To the knowledge, this is the first study to connect social entrepreneurship and corporate architecture. This research brings to light some Italian industrial companies that are investing in corporate architecture to create social value in the twenty-first century, after the pioneering investments of the Olivetti company.

A sample of Italian manufacturing companies was selected in order to verify the abilities and effects (relationships) of the management factors human resources, leadership and strategic planning on company performance. The Partial Least Squares (PLS) estimation method was used for analyzing the data collected, where the relationships between the management factors and performance were formalized by a Structural Equation Model (SEM). The analysis of the survey data showed unexpected result regarding the non significant direct relationship between Leadership and Performance. The effect of Leadership is obtained by an indirect relationship through Human Resources. The combination of Leadership and Human Resources has hence been identified as the management factors which have the highest impact on the performance of Italian industrial companies. Another interesting and unexpected result was that there was no significant impact of Strategic Planning on Performance. It seems that the leaders of Italian industrial companies have not understood that good strategic planning is a necessary condition for achieving excellence. So another improvement area is in fact Strategic Planning. This area should have the highest priority of any top management team and the focus should include how to establish a strong relationship between strategic planning and performance. No correlation between strategic planning and performance is a strong indication that something is wrong. It is not enough that Leadership is doing Strategic Planning‐Leadership is also about studying and follow up on results in order to assure impacts on performance. This link seems to be missing in Italian industrial companies

The increasing importance that customers give to the aesthetic, symbolic and emotional value of products leads companies to approach the product design as a means to create a competitive advantage. Considering that competing through design involves the development of new product languages and signs, the ability to develop products that convey innovative meanings and values to users becomes a critical factor of success. Each product has a particular language and meaning on which companies can innovate. This kind of innovation requires access to dispersed and tacit knowledge about socio‐cultural trends and emerging phenomena in society, which lends itself to a discourse on design. Designers can support companies by accessing, interpreting and exploiting the knowledge about emerging socio‐cultural models and latent market needs. The purpose of this paper is to explore and analyse the characteristics of designer portfolios developed by innovative and successful companies.

An empirical study is conducted on the designers of 91 Italian furniture companies to analyse the contribution of designers to company innovation and to consumer preferences. By analysing 630 different collaborations between companies and designers over the development of 1,722 products, the paper explores different strategies adopted by companies to collaborate with designers. Specifically, the authors compare three dimensions of the designer portfolio that are developed by different groups of companies: size, internationalisation and multi‐nationality. The authors use the analysis of variance formula to identify characteristics of designer portfolios that were significantly distinct in their achievement of innovation and consumer interest.

The empirical results suggest interesting managerial applications in terms of modalities to access designers: for example, innovative companies often collaborate with designers coming from different nations. One possible explanation for this is that the combination of different approaches and cultural frameworks may allow innovators to capture stimuli and emerging phenomena in socio‐cultural contexts far from their territorial boundaries, consequently developing innovative product languages and meanings.

This is one of the few quantitative studies that analyze the relationships between collaborative innovation strategies and performances.

This paper aims to focus on how Industry 4.0 technology transfer has been implemented by leading Italian innovative small, and medium-size companies (SMEs).

This exploratory-descriptive study uses qualitative methods for collecting primary data (interviews and ethnographic observation) and secondary data (surveys, press news and websites).

The paper contributes to the understanding of what building dynamic capabilities (DC) is, and to clarify pivotal roles, functions and dynamics of the entrepreneur and the executive team.

The results that emerged from the present research unveil a great potential for further development. The study can be confirmed and/or extended by replicating it within other economic contexts such as the European Union allowing then comparative studies amongst regions and countries.

In Italian leading SMEs an “augmented management” emerged. The study shows that digital technologies are enriching not only “what” and “how” management performs its duties but also its role: “orchestration” – a key term in DC theory – has been enhanced by new meanings.

The study points out the relevance of an inclusive approach to Industry 4.0 to leverage the collective intelligence of the company.

Implementing Industry 4.0 has required a renewal of the leadership executive team: new young executives coming from other companies and sons/daughters of the entrepreneurs have provided methodologies and commitment to foster the digital transformation.

According to the chief financial officer (CFO) of IBM Global Survey (2010), only few integrated finance organizations (IFOs) and only some CFOs’ role (Value Integrators) allow companies to generate value so as to outperform their peers. The purpose of this study is to gather additional insights on how the CFOs and finance organizations effectively promote value creation in for-profit organizations.

The authors’ study has been developed through the methodology of case studies. The method, despite its intrinsic limitations, offers a much deeper understanding of the organizational context within which value creation takes place. The authors’ analysis is based on nine selected case studies of Italian industrial companies, selected to assure comparability with the IBM sample. All companies outperform their peers.

The authors observed that not only IFOs and value integrator CFOs support the value generation process. The authors’ sample suggests a variety of other relevant and likely alternatives for value creation deriving from both finance functions (FFs) and the roles of CFOs. Their findings indicate that FFs adopt three distinct patterns to add value for the shareholders. The first option involves the FF taking the lead in setting a common language across functions, management processes, management and stakeholders. The second value creation pattern is when the FF establishes a strong and relevant support to business. The third option implies that the FF acts as an advisor assuring independent compliance. The authors also concluded that regardless of the CFO’s roles, influential CFOs are older, with a deep functional company and industry experience. They also observe that some of this influence derives from “proximity” to shareholders, as all the more influential CFOs sit on the Board, enjoying a closer relationship with the shareholders.

This study was based on clinical cases, the findings can be generalized reliably only for the population studied here. More research is needed for further tests and explorations of these findings, especially in the area of CFO incentives and governance mechanisms.

This study supports modern advice given to organizations in terms of the array of available alternatives to promote value creation with patterns and processes within the domain of the finance organization and CFO’s personal characteristics.

The paper contributes to untangle some gender issues, as the authors found that more influential CFOs are male. The authors have also contributed to explain some dynamics of the “labor” market development for finance professionals: the authors observed that the promotion for most influential CFOs comes through the ranks of a specific company, and this questions if a market really exits for such professionals in Italy, and more generally in Europe.

These results provide some useful support of prior findings and some modifications and extensions that further the authors’ understanding in this area of importance both to researchers and practitioners.

This paper aims to unpack the organization of an multinational enterprise (MNE) and confront its meso‐level complexity of structures and strategies. It seeks to uncover how the glocalization process unfolds, which are the mechanisms at its base and the outcomes in terms of stability, convergence or divergence in strategies and structures.

Through a case study research design, the paper investigates strategic change in an Italian MNE from 2005 to 2011. In 2008 and 2010, extensive data on organizational configurations were also collected. Overall, the paper analyses the glocalized blending of corporate and subsidiary strategies and organizational structures. Attention is also paid to the cognitive, political and institutional mechanisms that accounted for this process before and during the late‐2000 financial crisis.

Glocalization, largely interpreted as an in‐between process compromising between homogeneous global standards and heterogeneous local traditions, unfolds as a beyond process leading to divergent outcomes outside the poles of an imagined local‐global continuum. The mechanisms driving strategic change partly differ from those usually described in strategic change literature emphasizing managerial cognition. Sensegiving from the center is found to be proactive during economic expansion and reactive during economic downturn. Following change initiation, cognitive mechanisms are “taken over” by political and institutional ones. Paradoxically, local societal‐specific patterns of organization and strategy were preserved due to the actions of powerful central HQ actors.

A theory of institutional‐bound strategic change within MNEs is outlined.

Industry 4.0 emerged as the Fourth Industrial Revolution aiming at achieving higher levels of operational efficiency, productivity and automation. In this context, manual assembly systems are still characterized by high flexibility and low productivity, if compared to fully automated systems. Therefore, the purpose of this paper is to propose the design, engineering and testing of a prototypal adaptive automation assembly system, including greater levels of automation to complement the skills and capabilities of human workers.

A lab experimental field-test is presented comparing the assembly process of a full-scale industrial chiller with traditional and adaptive assembly system.

The analysis shows relevant benefits coming from the adoption of the adaptive automation assembly system. In particular, the main findings highlight improvements in the assembly cycle time and productivity, as well as reduction of the operator’s body movements.

The prototype is applied in an Italian mid-size industrial company, confirming its impact in terms of upgrades of the assembly system flexibility and productivity. Thus, the research study proposed in this paper provides valuable knowledge to support companies and industrial practitioners in the shift from traditional to advanced assembly systems matching current industrial and market features.

This paper expands the lacking research on adaptive automation assembly systems design proposing an innovative prototype able to real-time reconfigure its structure according to the product to work, e.g. work cycle, and the operator features.

The purpose of the paper is to advance a framework that can assess and analyze the value of patent portfolios. On this purpose, the framework develops a conceptual and comprehensive index, the patent portfolio value index (PPVI), to assess the patent innovation level and suggest economic-strategic guidelines.

The authors have designed and applied a framework that synthesizes into a single index the results of a multiple criteria approach, based on information derived from quantitative objective data (claims, citations, and market coverage), information related to qualitative determinants (strategic positioning and economic importance), and information derived from decision makers’ perceptions and judgments.

The authors have applied the PPVI to the 3,532 patent portfolio documents in an Italian worldwide player in aerospace and defense market. The combined analysis, provided by the PPVI and a qualitative synoptic representation, has made it possible to understand the strategic positioning and alignment of patents with the core business of the company. The results of the analysis have provided managers with the necessary suggestions regarding action items to be performed: to reinforce, license, try to dismiss, or sell some of the examined patents of the portfolios.

The PPVI supplies a quick procedure to ascertain the profitability of patents and accounts for the value of a patent portfolio from an internal business perspective.

As it is built and defined, the PPVI shows elements of novelty compared to the other indexes existing in the literature, in that it follows a multiple criteria approach by merging quantitative and qualitative information.

Paper aim is to analyse and consider the business network contract (BNC) as a model of voluntary holarchy in which the holons are isomorphically linked between them by means managerial chooses and laws to reach a communal and individual survival condition.

The Italian SME manufacturing firms signing a BNC are seen as holonic elements in an adaptive system. Data drawn from the Italian business register are analyzed to understand the driving factors of the firms’ adaptation and survival, by using descriptive, causality and analysis of variance (ANOVA) statistical techniques.

The main findings of the paper support the holonic approach by demonstrating that BNC are alliances based on strategic relations able to create synergies and increase performance. Empirical results suggest that “internal and external efficiency,” given by knowledge sharing practices and firms’ geographical proximity will positively influence BN firms’ productivity, although without resorting to investments (tangible or intangible).

BNC is an instrument able to introduce common rules and finalized isomorphic behaviors making firms acting as a holon with positive effects on performance.

This work enriches the existing literature by joining the systemic approach with the network theories and providing evidence of the suitability of the “holon” construct as the basis for a multi-level framework for the study of organizational networking.

Despite the potential of Big Data analytics, the analysis of Micro Data represents the main way of forecasting the expected values of recorded amounts and/or ratios for small auditing firms and certified public accountants dealing with analytical procedures. This study aims to examine how effective Micro Data analytics are by testing the forecast accuracy of the ratio of the allowance for doubtful accounts to the trade accounts receivable and the natural logarithm of the net sales of goods and services, the first exposed to a greater uncertainty than the second.

Micro Data are low in volume, variety, velocity and variability, but high in veracity. Given the over-fitting problems affecting Micro Data analytics, the in-sample and out-of-sample forecasts were made for both tests. Multiple regression and neural network models were performed using a sample of 35 Italian industrial listed companies.

The accuracy level of the forecasting models was found in terms of mean absolute percentage error and other accuracy measures. The neural network model provided more accurate forecasts than multiple regression in both tests, showing a higher accuracy level for the amounts exposed to less uncertainty. Moreover, no generalized conclusions on predictors included in the models could be drawn.

The examination of forecast accuracy helps auditors to evaluate whether analytical procedures can be successfully applied to detect misstatements when Micro Data are used and which model gives the most accurate forecasts.

This is the first study to measure the forecast accuracy of the multiple regression and neural network models performed using a Micro Data set. Forecast accuracy is crucial for evaluating the effectiveness of analytical procedures.