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This paper aims to systematically review and synthesize existing research on learning-driven strategic renewal and examines the findings to elucidate the dimensions, antecedents, mechanisms and consequences associated with learning-driven strategic renewal, thereby addressing gaps in the existing literature.

This research covers learning-driven strategic renewal from 1992 to 2022, using hybrid snowball sampling techniques and Boolean searches on the Scopus and Web of Science databases to extract 49 papers.

This review proposes an organizing framework for learning-driven strategic renewal, building upon existing literature. The framework identifies various dimensions of the process, including antecedents, mechanisms and consequences. The antecedents are categorized into individual, organizational and external factors. The mechanisms for learning-driven strategic renewal were explored within the context of Crossan’s established 4I framework, which serves as a lens for emphasizing the balance between exploratory and exploitative learning. Within this framework, intuiting, interpreting, integrating and institutionalizing are the four “Is” that guide the renewal process. These mechanisms require a robust system to enforce the prescribed processes effectively, thereby contributing to long-term firm performance and sustainability.

Despite using search terms similar to those in existing literature on strategic renewal, the scope and depth of this study may be limited. Further research may benefit from bibliometric screening or more refined inclusion criteria.

While there has been extensive research into both organizational learning and strategic renewal, no coherent framework links them. This study fills this gap by building a framework that identifies connections between these two concepts, providing valuable insights that may be used to foster successful strategic renewal efforts. The review offers valuable knowledge and understanding of the subject matter, serving as useful guidance for effectively driving renewal initiatives within organizations.

How does the interaction between time and knowledge affect the evolution of organizations? Past research in organizational evolution has mostly investigated time and knowledge as two separate variables. In contrast, theoretical perspectives integrating these variables are still seemingly scant. The authors believe that filling this literature gap needs attention. Thus, this study aims to contribute by developing a conceptual framework.

This is a conceptual study. The framework is centred on the concept of “co-evolutionary time”, which the authors explain through a business example from the tourism industry. Supported by a narrative-based style, from a methodological point of view the framework is featured by the attempt to synthesize specific, extant literature into new theoretical development.

As its main theoretical contribution, the co-evolutionary time suggests how firms can adapt in a way that, from an evolutionary perspective, proves fitting both in terms of contents and methods, thus opening possibilities for new long-term social construction and reconstruction. As its main practical contribution, co-evolutionary time can constitute not only a temporary source of organizational success and competitive advantage but also an agent of enduring change and long-term business survival.

As its main novelty, the framework is developed through merging two literature streams. In particular, the authors first consider the literature about time, with a focus on its objective and subjective dimensions. The authors then consider the literature about organizational evolution, with a focus on the co-evolutionary nature of the firm/environment relationship.

How can managers reduce information asymmetry in dyadic manager-external stakeholder relationships in a complex and evolving environment? Addressing this question has significant implications for firm survival, growth, and competitive advantage.

We have adopted a multiparadigm approach to theory building, known as metatriangulation. We integrate the dynamic capabilities, sensemaking, and evolutionary theory literatures to theorize how managers can relate to stakeholders in a complex and evolving environment.

We propose, via a conceptual framework and three propositions, “evolutionary sensemaking” as the managerial metacognitive dynamic capability that helps managers hone their understanding based on the evolutionary changes in the stakeholder’s interpretations of information quality preferences. The framework unfolds across three evolutionary stages: sensing preferences' variation of the stakeholder, seizing preferences, and transforming for complexity alignment and retention. The propositions focus on managing complexity in stakeholder information quality preference, employing cognitive capabilities to simplify, interpret, and align interpretations for effective information asymmetry reduction.

To develop the metacognitive dynamic capability of evolutionary sensemaking, managers need to train for and foster the underlying complex cognitive capabilities by enhancing their (1) perception and attention skills, (2) problem-solving and reasoning skills, and (3) language, communication, and social cognition skills, focusing specifically on reducing the complexity embedded in stakeholder cognition and diverse stakeholder preferences for information quality. Contrary to the current advice to “keep things simple” and provide “more” information to the stakeholders for opportunism reduction, trust-building, and superior governance, our framework suggests that managers hone their cognitive capabilities by learning to deal with the underlying complexity.

The proposed framework and propositions address research gaps in reducing information asymmetry. It enriches the dynamic capabilities literature by recognizing complexity (as opposed to opportunism) as an alternative source of information asymmetry, which needs to be addressed in this stream of research. It extends the sensemaking literature by identifying the complexity sources – i.e. stakeholder preferences for diverse information quality attributes and the associated cognitive preference interpretation processes. The article enhances evolutionary theory by delving into microprocesses related to information asymmetry reduction, which the existing literature does not thoroughly investigate.

This paper presents a new conceptualization of digital service anchored in a coconstitutive ontology of digital “x” phenomena, illuminating the pivotal role of the digital qualifier in the service context. Our objective is to provide a theoretically grounded conceptualization of digital service and its impact on the nature of the value cocreation process that characterizes digital phenomena.

Drawing from scholarly works on digital phenomena and fundamental principles of service-dominant logic, this paper delineates the essence of digital service based on the interplay between digitization and digitalization as well as the operational dynamics of generativity and its constitutive dimensions (architecture, community, governance).

The paper defines digital service as a sociotechnical process of value cocreation, where participants dynamically architect, govern and leverage digital resources. This perspective highlights the organic development of digital service and the prevalence of decentralized control mechanisms. It also underscores how the intersection between generativity’s dimensions—architecture, community and governance—shapes the dynamic evolution and outcomes of digital services.

Our conceptual framework sheds light on our understanding of digital service, offering a foundation to further explore its nature and implications for research and practice, which we illustrate using the case of ChatGPT.

Pandemics are a serious challenge for humanity, as their social and economic impacts can be tremendous. This study aims to understand how innovation based in the sharing economy (SE) business models can contribute to overcoming the challenges arising from the Covid-19 pandemic.

Following a netnographic approach, the authors studied the computer-mediated social interactions of internet-based virtual innovation communities.

This study found that the SE business models contribute to overcome the challenges of the Covid-19 pandemic by redistributing idle resources to lessen the impacts of confinement. This was achieved through process innovations and an innovative use of the network, which enabled fast-open and decentralized innovation processes, and quick implementation of innovations. This innovation process is based on a decentralized decision-making approach, clear rules, informal relationship among community members and open communication channels, as well as in evasive strategies to avoid facing challenges, institutional restrictions and barriers in the adoption of innovations.

This study was limited to a virtual innovation community of highly specialized and educated experts and nine community projects focused on institutional contexts of a developed country. Future research should focus on the institutional contexts of less specialized communities and developing countries and study other community innovation projects in pandemics to understand the processes of fast-open, decentralized and evasive innovation and the importance of relational capabilities for innovation in digital contexts.

The findings can guide innovation managers and public policymakers in implementing effective strategies and policies to overcome pandemic challenges using SE business models. This research also provides important insights into the types and processes of innovation in organizations that create solutions to overcome social and business challenges during pandemics. In addition, this study highlights the contributions of netnographic approaches to conducting research on innovation and in pandemic periods when measures of confinement are in place.

This study uses an innovative framework to map the types of innovation and highlights two different types of innovation processes.

This paper aims to critically analyse the circular economy (CE) models adopted in hospitality and tourism to tackle societal challenges in the current Anthropocene era, exploring the driving values and sustainability approaches.

A systematic literature review was carried out with an increasing level of analysis to delve more in-depth into the ability of the CE models to respond to current societal challenges. The review involved a stepwise analysis, starting with a thematic analysis of 151 papers to create a conceptual structure map of circular hospitality and tourism literature. Based on originality and representativeness, 22 papers were selected and analysed according to Hoffman and Jennings’ (2018; 2021) institutional approach to sustainability, which entails specific archetypes to address the Anthropocene society: market rules, technology fix and cultural re-enlightening.

The hospitality and tourism industry has made progress towards implementing CE models. However, CE models in market role and technology fix archetypes may fail to address the current challenges of the Anthropocene era. New culture-led approaches within the cultural re-enlightening archetype, such as the regenerative land practices, a-growth and place-making, and circular society, can foster a more radical shift towards strong sustainability.

The paper highlights the urgent need for a cultural shift towards radical and strong sustainability, identifying future research directions. Policymakers have a crucial role in shaping sustainability practices consistent with an ecological culture centred on acknowledging planetary boundaries.

Despite the increasing interest in CE models, it is still debated how the hospitality and tourism industry can continue to thrive while avoiding harmful impacts on the environment and local communities. The study critically reflects on the current contribution of CE models towards strong sustainability in hospitality and tourism.

In this chapter, we present an introductory and definitive discussion of transformative leadership as a holistic and bold approach for the next generation of higher education. We integrate this concept with the idea of sustainable innovation. The chapter is divided into four sections, each addressing essential aspects of transformative leadership in higher education. In Section 1, we introduce a high-level integrated approach to transformative leadership in higher education institutions. We define and discuss the diverse pillars that form the foundation of this leadership style. In Section 2, we propose a contextual framework for transformative leadership as a value space. This framework provides guidelines and principles for crafting a transformative leadership strategy, and we offer indicative actions and initiatives for its deployment in higher education. To support the documentation of the transformative leadership strategy, Section 3 outlines simple designs for tools and instruments, including the transformative leadership scorecard and the systematic overview of the portfolio of transformative educational programs. We also emphasize the significance of social impact, research, innovation, and sustainability aspects within the strategy. In Section 4, we summarize the key takeaways from this chapter. Our contribution is manifold, as this chapter can serve as a valuable reference for administrators seeking to design and execute transformative leadership in universities and colleges. Additionally, it offers guiding principles for researchers interested in making further contributions in this domain.

This study aims to map and assess the conceptual development of the innovation ecosystem literature.

A bibliometric analysis was performed using the VOSviewer, RStudio software, Bibliometrix and Biblioshiny packages. To accomplish this, 367 publications published between 2006 and 2020 and indexed in the Web of Science and Scopus databases were assessed.

The results demonstrate a rise in research during 2016, with almost 30% of publications concentrated in only six journals. The co-citation analysis presented four clusters: case studies, business and innovation ecosystems (platform approach), open innovation and national and regional innovation systems (territorial approach). We proposed a theoretical framework based on two approaches in the innovation ecosystem literature based on co-citation analysis: platform, which has its roots in the literature on strategy, and territory, grounded in research on economic geography literature.

One of the limitations of the study is that only articles published in journals were analyzed, leaving out of the sample those published in congresses, books and other sources.

This paper contributes to the literature by presenting and clarifying the different conceptual trajectories of research in innovation ecosystems. We also proposed an analytical framework based on the two main approaches to innovation ecosystems – platform and territory. This framework presents the critical elements of managing innovation ecosystems from both perspectives.

In the accounting field, sustainability accounting (SA) has evolved as a valuable tool that links improvements in environmental, social and governance issues to financial performance. This study aims to examine the structure and evolution of SA research, map the state of knowledge and analyse the literature trends and gaps.

The study adopts a bibliometric review technique with data sourced from the Scopus database. A total of 7,049 extant literature spanning from 1982 to 2022 was analysed using the VOSviewer software.

The authors find a significant growth in the number of publications on SA research, primarily driven by collaboration among researchers from Europe and America. The analysis highlights emerging themes, structure and discusses in detail the changing phases of SA research over the past four decades while highlighting key events that have impacted the development of SA research. Furthermore, the dominant theories used by extant studies are discussed and potential avenues for future research are provided. The authors draw the attention of the research community to the dominant authors, the most cited articles, prominent publication outlets and countries advancing research in this field.

This study advances knowledge on SA research by providing a retrospective assessment of the state of knowledge in the field while highlighting avenues for future research.

This paper examines open innovation (OI) based on sustainability principles within the agri-food sector. The study aims to understand the interplay between different actors and develop a typology of their roles in fostering sustainability. Three key research questions guided our inquiry: “WHY” sustainability is driving the OI initiatives as presented by companies, “WHO” participates in OI interactions and “HOW” these interactions are structured among diverse agri-food actors.

Through a theoretical prism encompassing OI modes, types, practices, sustainability dimensions and multilevel perspectives, we analyzed 78 agri-food sustainable OI initiatives, as described by the companies, to identify and explain why, who and how they engage in OI to drive sustainability shifts.

The results reveal typical patterns of transaction and cooperation between actors and confirm the collaborative nature of sustainable OI in the agri-food sector when actors must transcend traditional economic boundaries and reshape both the internal performance culture and the broader industrial or community mindset. The paper also conceptualizes the roles of actors in co-creating value in the context of sustainable food transitions.

This study brings the theoretical lenses of OI to conceptualize the collaborative nature of sustainability transitions in the agri-food system. The focus on sustainability transitions is dominantly placed on innovators at the niche level, while incumbents tend to be depicted as protecting the status quo. Thus, the focus on the collaborative interplay among different actors engaged in OI for sustainability contributes to offering a more nuanced view of innovation in sustainability transitions. In turn, the development of a typology of actors, motivations and configurations of OI from sustainability transition perspectives contributes to strengthening the conceptualization of sustainable value co-creation in the OI realm.