This work aims to develop a conceptual model to support countries, institutions, and firms toward the accomplishment of present Agenda 2030 sustainability goals. The last two decades have seen a growing interest in sustainability. Climate change, resource scarcity, multipolarity of interests, mistrust and delegitimization of institutions are just some of the critical issues that need to be addressed. There is broad consensus on the urgency of generating further social, environmental, and economic innovation to address these challenges, reshaping global markets, and offering new spaces of action to firms and institutions. Accordingly, there also is a wide search for new models of organizing firms. Digital platforms are among those. Moreover, since digital platforms require coordination among multiple actors and interests in order to succeed, they may also be conceptualized as meta-organizations, less hierarchical than firms yet more tightly coupled than markets. However, despite the wide literature on platforms, this organizational lens seems not to have been taken into the right consideration. This conceptual work aims to fill this gap, providing a framework that clarifies why and how a digital platform ecosystem could configure a sustainable meta-organizational model, and also providing the main steps to build it.

This paper introduces a new conceptual framework that integrates Complex Adaptive Systems (CAS) theory with Service-Dominant logic (S-D logic). The aim is to address sustainability as an emergent, co-created service within the Triple Helix model of businesses, governments, and universities. By linking the Sustainability Science systems-based approach with the Service Science focus on value co-creation, such framework offers a more comprehensive understanding of how sustainability can be operationalized through feedback loops and adaptive processes. Reinforcing and balancing feedback loops are highlighted as essential mechanisms that drive cognitive alignment among actors, ensuring that sustainability is achieved through continuous adaptation and collaboration. The paper also discusses the implications of such a framework for businesses, governments, universities, and policy design, emphasizing the importance of institutional flexibility, cross-sector collaboration, and the role of feedback-driven adaptability in the pursuit of long-term sustainability goals. Practical insights for fostering cognitive alignment and adaptive strategies in complex service ecosystems are provided, showcasing how the framework can inform sustainability strategies and innovation in practice.

Employing the sensemaking perspective, this paper aims to study the relationship between social innovation and resilience. The study highlights how sensemaking of social innovation is a process that takes place within existing social and economic representations. This study has a qualitative nature and is based on multiple case studies, which is the methodology best suited to highlight the drivers of social phenomena in specific socioeconomic contexts and which characteristics they manifest. The paper contributes to the literature along three different lines. First, it describes social innovation as the resilient outcome of sensemaking or the result of a capacity for collective reorganization following environmental, political, economic, and social disruptions. Second, it provides policymakers with a model to use to establish the intensity of social pressure and the openness of baseline social representations to change. Third, it allows policymakers to jointly observe and analyze the relationship between social representation and economic representation, highlighting the central role of firms in achieving social innovation. Although this paper presents the findings of a wide theoretical analysis, the developed model needs to be empirically tested by firms and policymakers.

Purpose: Rooting in the literature on training and laying on Kirkpatrick model, this paper aims to explore key drivers of corporate training to identify how they can be combined into an integrated framework of learning for human capital development.Design/methodology/approach: By adopting the constructivist grounded theory, this contribution analyzes the experience carried out in the last ten years by Virvelle, an Italian corporate training firm.Findings: Results show the rise of five core categories, g1iving rise to an integrated model of Kirkpatrick. Their dynamic interplay led to a new orientation of Kirkpatrick model giving rise to a metalearning ecosystem.Research limitations/implications: Managerial implications have identified key factors on which building and implementing appropriate corporate training programmes capable of triggering co-generative processes of value creation. Particularly, the essential role of learning quality culture, digital technology and personalization are detected in integrating not only hard but furthermore soft shades of learning. Concerning theoretical implications, the emergence of key structural and systems enabling dimensions for learning, and contextual mechanisms involved in reshaping training effectiveness and achieving integrated learning outcomes are detected. The main limitation of this study lies in the need to generalize results: the conceptualized framework needs to be empirically tested.Originality/value: The value of this research is built along three main points. The first is the integration among the core categories that an integrated learning system can be built on, promoting learning quality culture through positive feedback loops. The second is represented by the chance to enhance an integrated mutual knowledge development among engaged actors, thereby shaping a more holistic and multidimensional learning model. The third is related to the transversal role that digital technology plays in all phases of the training process as it integrates and enriches them.

This article enriches current debates about multisided digital platforms focusing on the domain of resilience in the light of microfoundations perspective. Three processes of resilience—anchoring, objectification, and legitimization—are proposed to explain structural and behavioral dimensions of resilience for multisided digital platforms. Three levels are identified: 1) dyadic, 2) organizational, and 3) social/policy trough which platforms’ features are explained and the dynamics of resilience within the platform as the result of three microfoundations are decoded. Conceptualization herein can be useful both for strategizing around the platform and for defining policy actions for managing the (un)intended consequences of platform dynamics.