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This paper aims to demonstrate how customer knowledge management (CKM) can opportunely support the process of value creation from Big Data. Focusing on tourism as a knowledge-intensive industry, the paper tries to contribute to the debate on management of Big Data by proposing CKM as a meaningful approach for transforming the huge amount of data available on social networks into valuable assets for competitiveness of tourism destinations.

The paper adopts a qualitative research methodology based on multiple exploratory case studies identified in a set of digital local events related to the Apulia destination (southern Italy).

Research findings demonstrate that the three dimensions of CKM (knowledge for, from and about customers) could be adopted as lens for analyzing the huge amount of data created for, from and about tourist experiences and for transforming them into valuable assets supporting the competitiveness of tourism destinations.

Limitations are related to the industry and the regional dimension of the sample. Accordingly, more research is necessary to prove the validity of the approach and to assure its larger replicability.

Implications for the agenda of organizations and destinations’ makers for designing and implementing knowledge-based services and products arise.

Elements of originality reside into the adoption of CKM as framework to analyze Big Data in the tourism industry.

The purpose of this paper is to contribute to the scientific debate on innovation in tourism by focusing on modularity as emerging approach for creating personalized tourism experiences. The focus on modularity has two objectives. The first is to demonstrate that tourism offering can be conceived as bundles of products and services with growing relevance of knowledge; the second is to highlight how its adoption by tourism firms can enhance their competitiveness and contribute to assuring greater involvement of tourists in co-creating travel experiences.

The study adopts an exploratory approach based on multiple case studies to analyze two innovative tourism companies located in the Apulia region (Southern Italy).

Categorized as integrators of a wide set of tourist products and services, the cases provide a consistent scenario for deepening understanding of the meaning of modularity in tourism.

The study offers an original contribution in determining the meaning of modularity in the field of knowledge-intensive services by demonstrating that the adoption of a modularity approach in the designing and offering by tourism companies can provide interesting benefits for their competitiveness and the greater satisfaction of customers.

The study offers implications for companies and decision makers involved in delivering more personalized tourism experiences.

Elements of originality can be identified in this contribution to the extension of studies on modularity in the service sector as well as for its strategic contribution at the co-creation of personalized tourism experience.

The paper aims to shed new light on the process of value creation and business model innovation resulting from circular economy in the context of smart tourism.

The study embraces a qualitative and exploratory approach related to a single case study. Data have been collected through the integration of web-based desk analysis, interviews and social big data analytics.

Findings are related to Ecobnb, a network-based tourism company, coherent with the principles of value creation and business model innovation in the context of circular economy and smart tourism.

The study allows understanding of how smart tourism and circular economy can represent two important lenses for managing complexity and driving tourism companies and destinations toward sustainable and smart value creation processes.

Practical implications arise for managers and destination makers in terms of innovation of the tourism management and transition of the business models toward a circular configuration.

The study offers social implications by contributing to the dissemination of a culture of sustainability in tourism management and active involvement of local stakeholders in the growth of a tourism destination.

The study provides an original contribution to the debate on tourism by highlighting the obsolescence of traditional models of management in tourism companies and destinations, seen during the recent pandemic emergence, could be solved through the virtuous integration of digital technologies and sustainable approaches.

This paper aims to demonstrate how the integration of netnography and business analytics can support companies in the process of value creation from social big data by leveraging on customer relationship management and customer knowledge management (CKM).

This paper adopts the methodology of a single case study by using desk analysis, netnography and business analytics. The context of analysis has been identified into the case of Aurora Company, a well-known producer of fountain pens.

The case demonstrates how the integration of big data analytics and netnography is relevant for the development of a customer relationship management strategy. The results obtained have been categorized according to the three main categories of customer knowledge, such as knowledge for, from and about customer.

This paper presents implications for the advancement of the theory on CKM by demonstrating, as the acquisition, storage and management of data generated by customers on social media require the adoption of a cross-disciplinary approach resulting from the integration of qualitative and quantitative approaches. The framework is structured as methodological tool to detect knowledge in virtual community.

Practical implications arise for managers and entrepreneurs in terms of value creation from knowledge assets generated on social big data through the management of the customers’ relationship and data-driven innovation patterns.

This paper offers an original contribution of integration of well-established research streams. The focus on the knowledge under the perspectives of information assets for, from and about customers in the debate on value creation and management of big data is an element of value offered by this study in addition to the comprehension of strategies of social customer relationship management as actual initiative embraced by a company in the leveraging of innovation and tradition.

This paper aims to highlight how big social data (BSD) and analytics exploitation may help destination management organisations (DMOs) to understand tourist behaviours and destination experiences and images. Gathering data from two different sources, Flickr and Twitter, textual and visual contents are used to perform different analytics tasks to generate insights on tourist behaviour and the affective aspects of the destination image.

This work adopts a method based on a multimodal approach on BSD and analytics, considering multiple BSD sources, different analytics techniques on heterogeneous data types, to obtain complementary results on the Salento region (Italy) case study.

Results show that the generated insights allow DMOs to acquire new knowledge about discovery of unknown clusters of points of interest, identify trends and seasonal patterns of tourist demand, monitor topic and sentiment and identify attractive places. DMOs can exploit insights to address its needs in terms of decision support for the management and development of the destination, the enhancement of destination attractiveness, the shaping of new marketing and communication strategies and the planning of tourist demand within the destination.

The originality of this work is in the use of BSD and analytics techniques for giving DMOs specific insights on a destination in a deep and wide fashion. Collected data are used with a multimodal analytic approach to build tourist characteristics, images, attitudes and preferred destination attributes, which represent for DMOs a unique mean for problem-solving, decision-making, innovation and prediction.

This paper aims to define a conceptual framework for transforming Big Data into organizational value by focussing on the perspectives of service science and activity theory. In coherence with the agenda on evolutionary research on intellectual capital (IC), the study also provides momentum for researchers and scholars to explore emerging trends and implications of Big Data for IC management.

The paper adopts a qualitative and integrated research method based on a constructive review of existing literature related to IC management, Big Data, service science and activity theory to identify features and processes of a conceptual framework emerging at the intersection of previously identified research topics.

The proposed framework harnesses the power of Big Data, collectively created by the engagement of multiple stakeholders based on the concepts of service ecosystems, by using activity theory. The transformation of Big Data for IC management addresses the process of value creation based on a set of critical dimensions useful to identify goals, main actors and stakeholders, processes and motivations.

The paper indicates how organizational values can be created from Big Data through the co-creation of value in service ecosystems. Activity theory is used as theoretical lens to support IC ecosystem development. This research is exploratory; the framework offers opportunities for refinement and can be used to spearhead directions for future research.

The paper proposes a framework for transforming Big Data into organizational values for IC management in the context of entrepreneurial universities as pivotal contexts of observation that can be replicated in different fields. The framework provides guidelines that can be used to help organizations intending to embark on the emerging paradigm of Big Data for IC management for their competitive advantages.

The paper’s originality is in bringing together research from Big Data, value co-creation from service ecosystems and activity theory to address the complex issues involved in IC management. A further element of originality offered involves integrating such multidisciplinary perspectives as a lens for shaping the complex process of value creation from Big Data in relationship to IC management. The concept of how IC ecosystems can be designed is also introduced.

This paper aims to advance the international marketing debate by presenting the results of a structured literature review (SLR) focusing on Big Data implementation in customer relationship management (CRM) strategizing. It outlines past and present literature and frames a future research agenda.

The research analyzes papers published in journals from 2013 to 2020, deriving significant insights about Big Data applications in CRM. A sample of 48 articles indexed at Scopus was preliminarily submitted for bibliometric analysis. Finally, 46 papers were analyzed with content and a bibliometric analysis to identify areas of thematic specializations.

The paper presents a conceptual multilevel framework demonstrating areas of specialization emerging from the literature. The framework is built around four coordinated sequences of actions relevant to “why,” “what,” “who” and “how” Big Data is implemented in CRM strategies, thus supporting the conception and implementation of an internationalization marketing strategy.

Implications for the development of the future research agenda on international marketing arise from the comprehension of Big Data in CRM strategy.

The paper provides a comprehensive SLR of the articles dealing with models and processes of Big Data for CRM from an international marketing perspective. Despite these issues' relevance and the increasing literature focused on them, research in this area is still fragmented and underexplored, requiring more systematic and holistic studies.

The purpose of this paper is to shed light on how family firms execute open innovation strategies by managing internal and external knowledge flows (KF) to provide a deeper understanding of family firms’ ability to innovate through traditions and create value across generations.

Empirical evidence was collected using an online survey of a sample of 208 Apulian entrepreneurs, who were members of the association of young entrepreneurs of Confindustria in the Apulia region (southern Italy).

The study derives a model that explains the most relevant factors behind the innovation processes developed by young entrepreneurs in family firms: network membership benefits; KF; track record of innovation; and the entrepreneurial attitude of employees.

By integrating insights from different research streams, namely, innovation management, open innovation and family firms, the study provides a novel contribution to the open innovation process in family firms.

The study offers interpretative lenses for entrepreneurs and managers to understand the most suitable knowledge transfer process for encouraging open innovation in family firms, taking into consideration young entrepreneurs’ traditions and interpersonal skills, the KF in local ecosystems and network benefits as the main variables supporting the innovation process.

This study creates a link between open innovation and family firm research by providing an empirically grounded model illustrating how the innovation process is realized in family firms.

This paper aims to explore how digital technologies can transform the museum into an “interaction platform” able to play a key role in the value co-creation processes of the tourism destination.

The paper applies the “co-creation through interactions” perspective by Ramaswamy and Ozcan. Empirically, the paper is based on the methodology of single case study identified in MArTA, the well-known National Archeological Museum of Taranto (South Italy). Data collection has been implemented through interviews with key informants and secondary data related to online interviews, press release and reports.

Findings provide empirical evidence about the contribution that a digitalization strategy can create a “museum as a platform” in which the interactions between the museum, its stakeholders and other co-creation elements (interfaces, artifacts and processes) bring benefits in terms of tourism experiences and sustainable development of the destination.

This research highlights the cultural changes and the actions that museum management has to implement to properly benefit from digitalization and to transform the museum into a reference point for reflection and innovation.

Elements of originality can be found in (1) the exploration of the wide spectrum of benefits and innovations that digital technologies can offer to the museum-mediated interactions and (2) the contribution to the understanding of the museum as a digitalized “interaction platform” capable of supporting the processes of co-creation of value in the complex network of actors and objects of a tourism destination.