Methodological variety is welcome to investigate the adoption of digital solutions in the context of different processes, at different levels (strategic, tactical, operational) and in a variety of industries and countries. We believe this session can advance research with novel contributions offering a better understanding of the linkage between innovation, digitalization and sustainability, and inform companies with the state of the art and best practices.
The Organizers invite scholars to submit their research focused on the role played by innovative technological solutions based on digitalization (i.e., related to the Industry 4.0/Digital Transformation phenomenon) to drive and boost the sustainability performance of companies (and in turn their supply chains/ecosystems) towards the creation of sustainable competitive advantage, and ultimately “sustainability leadership” (Formentini and Taticchi, 2016).įollowing the “hype” and expectations related to the potential offered by new digital technologies such as Artificial Intelligence, Blockchain, Internet of Things, Additive Manufacturing, etc., it is timely and relevant to assess and understand in detail to what extent and how these innovative digital technologies are effectively contributing to the improvement of sustainability performance, and what are the key issues and obstacles encountered by companies in their adoption. of Information Engineering and Computer Science, University of Trento), Paolo Taticchi (University College London, School of Management), and Guido Orzes (Free University of Bozen-Bolzano) and Ali Bigdeli (Aston Business School). Learning from unexpected and rare events.Ģ.4 Innovation and digitalization towards sustainability leadership.Experimentation methods and tools for innovation.
We encourage the submission of contributions related to the following topics (but not limited to): Nevertheless, such heterogeneous experiences are still under investigation, and systematic analysis is needed. In the last decades, innovative organizations introduced a greater number of tools, such as design thinking, gamification, etc., to exploit the potentials of experimentation in doing innovation. Psychological safety has been proposed as a fundamental trait to foster an organizational culture sustaining experimental innovation. Innovation by experimentation can take various forms, such as hypotheses testing and exploratory testing, and it benefits from an organizational culture that tolerates risks and failures. Innovation is a learning process that organizations undertake to acquire new knowledge and experience. Track Chairs: Valentina Forrer (University of Bolzano), and Alessandro Narduzzo (University of Bolzano). The proposed session will explore the emerging digital environments of innovation and collaboration that result in an architecture of open participation and creativity to address complex healthcare and medicine challenges.Ģ.3 Innovation by Experimentation: organizational culture, strategies, and tools This session aims to provide a platform for discussion and transformative action on the challenges and opportunities in healthcare post Covid-19. Track Chair: Marian Garcia (University of Kent Business School). its antecedents, determinants, facilitators.) and to 2) empirically test new conceptual frameworks for OI in SMEs using extensive and robust samples.Ģ.2 Open innovation and collaboration in Healthcare As still little conceptual knowledge has been developed in this respect, this track is part of the most recent calls to 1) clarify the OI model in the context of SMEs from a theoretical perspective (i.e. When applied to SMEs, typically characterized by one or few innovation projects and small technology portfolios, the model unveils peculiar features compared to their larger counterparts. This track wants to explore the specific characteristics of the open innovation (OI) model in small and medium-sized enterprises (SMEs). Track Chairs: Alberto Di Minin (Institute of Management, Sant’Anna University of Pisa), Andrea Piccaluga (Institute of Management, Sant’Anna University of Pisa), and Cristina Marullo (Institute of Management, Sant’Anna University of Pisa)
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