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As sustainable performance has a central role in the small and medium enterprises (SMEs) performance literature, this study aims to examine the influence of networking capabilities in enhancing sustainable performance through knowledge workers’ productivity and digital innovation. It also examines the sequential mediating role of knowledge workers’ productivity and digital innovation on networking capabilities and SMEs’ sustainable performance relationship.

Data were collected from 308 knowledge workers in the information technology sector and analyzed using the Hayes Process Macro bootstrapping method to test the proposed hypotheses.

Results indicate that knowledge workers’ productivity and digital innovation individually and sequentially mediate the relationship between networking capabilities and SME’s sustainable (economic and environmental) performance, surprisingly, they do not act as a mediator between networking capability and SME’s social performance. SMEs should prioritize investments in the professional development of their knowledge workers through training and skill enhancement programs. This investment equips knowledge workers with the tools to effectively use the knowledge and resources acquired through networking. Thus, knowledge workers may improve performance by using these resources to tackle challenges.

Although this research focused on this specific context, it is prudent to acknowledge that additional factors may also exert influence on sustainable performance within SMEs, factors that managers may consider when making decisions. Methodologically, the cross-sectional design of this research poses a potential limitation, as it does not allow for the complete elimination of endogeneity concerns. However, it is worth noting that scholars have endorsed the use of cross-sectional data in cases where management researchers aim to expand beyond well-documented and longitudinal data sets.

This research offers practical recommendations for SMEs to improve their sustainable performance through networking. SMEs should seek partnerships with complementary knowledge to improve operations and for other performance-oriented benefits.

This study adds significantly to the literature on sustainable SME performance by studying the interdependent effects of networking capabilities. It also represents the individual and sequential mediation mechanism that links networking capabilities to SME success through knowledge worker productivity and digital innovation.

Low- and medium-technology sectors' (LMTs) role in modern economies has been overshadowed by the argument relating knowledge creation to R&D and thus to high-tech industries. Nevertheless, whereas a broader definition of innovation has enabled LMTs to emerge as innovative environments, a blind reliance on non-R&D-based indicators may be harmful too by neglecting LMTs' contribution to the development of cutting-edge, R&D-based knowledge. This paper aims to provide answers to the following questions: do LMTs innovate? Do they induce high-tech innovations across other sectors? Do networks have an impact on LMTs' innovation commitment? Can LMTs' innovation commitment be related to a better performance?

The research method used in this work was based on a case study approach using in-depth face-to-face interviews with representatives from two footwear companies and one technology supplier.

Collaboration with relevant stakeholders along the footwear value chain proved fundamental to the creation of innovation opportunities for all parties involved. Both footwear companies have embraced innovation strategies, allowing them to take over new functions along the value chain and build successful international paths. These strategies involved active participation in cutting-edge, high-tech knowledge prompting innovation at higher-tech companies too.

The paper fails to establish a clear causative relationship between companies' performance and their R&DI commitment. In addition, due to the number of companies involved in the study, the findings cannot be simply extrapolated to the whole Portuguese footwear sector.

The paper highlights the commitment to innovation in a traditional sector and explores an underresearched topic – that of LMTs' involvement in R&D activities.

The purpose of this paper is to explore collaboration in open innovation (OI) communities. The paper focuses on the following two research problems: how can users be motivated to collaborate in OI communities and what kind of tools and methods can support collaboration in OI communities?

The exploratory case study includes three innovation intermediaries originated in three different countries: France, The Netherlands and Finland. The primary data source consists of the open‐ended questions posted to the maintainers and users by e‐mail. The data include five responses from the maintainers and 12 responses from the users. The secondary source is the internet document review. The classification of the factors in the preliminary framework is derived from reading and rereading the answers of the respondents until the themes started emerging from the data. Thereafter, the data are coded according to the chosen themes.

Results suggest that monetary rewards are not always the best way to motivate contributing users. Instead, contributors appreciate many intangible factors, such as community cooperation, learning new ideas and having entertainment. Contributors also appreciate good support and the right cooperation tools from their service provider.

The data are based on three cases and a limited amount of participants. Therefore, it may be that in gathering empirical data from a larger group of cases, some new factors will be found.

Companies should provide community members with tools that are easy to use, allowing people to express themselves and share their personal details. It seems to be important that maintainers are involved as visible members of a community, which includes telling about themselves in a more detailed way.

This paper is one of the first papers focusing on the collaboration perspective of OI communities.