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This work aims at discovering the multifaceted business performance of SA8000-certified companies operating in the Italian food and beverages manufacturing industry.

A clustering based on a principal component analysis considering 20 profitability, productivity and value-added distribution ratios was carried out on a sample of 105 Italian SA8000-certified food and beverages manufacturing companies.

Two clusters (CL1 and CL2) emerged from the statistical analysis, where CL1 represents 85.71% of the sample. Despite their general and some labour-related features being similar, they show very different performances. While CL2 performs better both within the food and beverage manufacturing industry than CL1, the latter performs similarly to industry, although even lower. Labour productivity pushes the gap between the clusters mostly through sales (generating revenues) and production (in the aspect of generating personnel costs). These findings suggest that a nonunique performance profile of firms SA8000 certified exists and that low performances do not prevent certification.

By focusing on SA8000 standard in the food and beverage sector, the study contributes to the research field by investigating the relationships between corporate social responsibility and firm performance in an important industrial sector for the Italian economy.

The paper offers a comprehensive understanding of how digital transformation affects business models and how firms operate and compete effectively and successfully in a digital economy.

The research adopted an abductive approach (Dubois and Gadde, 2002) through constant movement between theory and empirical evidence. A systematic literature review led the first conceptual development and examples of practices from cultural heritage sectors were used in the theorizing process.

This paper depicts a digital model framework through a set of assumptions about how an organization creates and delivers value in an interconnected way by orchestrating new interactive processes, and providing experience propositions to customers, and about how value is framed in terms of economic, social and cultural outcomes.

The study contributes to the scientific debate by discussing the role of digital business models as enhancements more rather than replacements of traditional business models; it frames a digital business model as consisting of three main pillars: value orchestration, experience propositions and value sharing.