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Mr. Francesca Spigarelli
University of Macerata, Dept. Economics and Law

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0 Applied Economics
0 foreign direct investment
0 Chinese economy
0 Third Mission
0 International firms

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Short Biography

Affiliation: Associate Professor of Applied Economics, University of Macerata (full professor from October 1st 2020) Institutional positions: Vice Rector for Entrepreneurship and Technological Transfer, the European Research policy, the European Charter and Code for Researchers and European Research Policy (since 2013) Director China Center (since 2013) Main research fields: multinational enterprises from emerging countries; Chinese economy and growth; internationalization strategies of enterprises. Main teaching areas: Applied Economics, International business. Other positions: - Italian representative on the Permanent working group on Human Resources and Mobility of the European Research Area and Innovation Committee (ERAC) della Commissione Europea - Italian representative for the Shadow Strategic Programme Committee of the European Commission – sub group Widening Participation and Strengthening the European Research Area, Horizon Europe - Director of Master program in "Global Management for China" (UniMc) - Member of the Executive Board of the Chinese Globalization Association.

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Journal article
Published: 02 March 2021 in Sustainability
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An unpredictable shock hit the Italian economy in February 2020 when the spread of the COVID-19 virus began in Italy and other countries worldwide. In this context, Industry 4.0 (I4.0) technologies can be a fundamental tool for economic recovery by favouring the shift towards sustainable manufacturing. Therefore, it is necessary to measure the readiness of countries for I4.0 in order to guide policies in defining incentives to promote I4.0 and unlock its potential in the pandemic era. In this context, the paper aims to understand the readiness and responsiveness of the Italian Regions with respect to I4.0 concepts prior to the pandemic and identify best practices that are supporting companies in I4.0 adoption, with a focus on those incentivizing sustainable practices. An assessment framework before the pandemic is provided based on two dimensions: the readiness of firms to invest in I4.0 and favourable structural conditions. The assessment shows a group of alert regions as opposed to a group of unprepared, mostly linked Northern and Southern differences. Assuming that the “alert regions” are more likely to effectively manage and overcome the post- COVID-19 crisis, we provide a picture of how the Italian Regions have sought to encourage the adoption of digital technologies to improve resilience after the shock. The analysis shows that supporting measures mainly address Small and Medium-sized Enterprises. Furthermore, the tenders encouraging the adoption of I4.0 suggest that collaboration among stakeholders will become imperative.

ACS Style

Dominique Lepore; Alessandra Micozzi; Francesca Spigarelli. Industry 4.0 Accelerating Sustainable Manufacturing in the COVID-19 Era: Assessing the Readiness and Responsiveness of Italian Regions. Sustainability 2021, 13, 2670 .

AMA Style

Dominique Lepore, Alessandra Micozzi, Francesca Spigarelli. Industry 4.0 Accelerating Sustainable Manufacturing in the COVID-19 Era: Assessing the Readiness and Responsiveness of Italian Regions. Sustainability. 2021; 13 (5):2670.

Chicago/Turabian Style

Dominique Lepore; Alessandra Micozzi; Francesca Spigarelli. 2021. "Industry 4.0 Accelerating Sustainable Manufacturing in the COVID-19 Era: Assessing the Readiness and Responsiveness of Italian Regions." Sustainability 13, no. 5: 2670.

Review
Published: 18 September 2020 in Sustainability
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Given the global relevance of business groups (BG) and networks as efficient organizational forms for corporate sustainability and responsibility systems (CSR), and seeing that management control systems (MCS) play a pivotal role in transmitting authority to CSR and formalizing a sustainability organizational culture, this paper aims to review the available literature in order to investigate efficient adoptions of CSR by BGs or networks. Both organizational forms have positive effects on CSR development, on three levels: (a) setting industry standards (macro—external environment); (b) stimulating sustainability-oriented innovations (mezzo—member firms); (c) reputational gains, CSR expenses mitigation, and optimization of organizational capabilities (micro—individual SMEs). The studies on SMEs were useful in identifying current sustainability practices: both partial (social, environmental) and complete sustainability systems were susceptible to being integrated with management accounting, making them an almost implicit tool for proper CSR. Finally, by gathering the empirical literature on sustainability transitions of networks and groups, it was possible to trace a comprehensive introductory plan that operators could resort to for initial guidance. The six steps of this process are (1) project initiation, (2) preliminary actions, (3) change management decision, (4) firm-level activities, (5) auditing, (6) transition to territorial social responsibility (optional).

ACS Style

Olena Liakh; Francesca Spigarelli. Managing Corporate Sustainability and Responsibility Efficiently: A Review of Existing Literature on Business Groups and Networks. Sustainability 2020, 12, 7722 .

AMA Style

Olena Liakh, Francesca Spigarelli. Managing Corporate Sustainability and Responsibility Efficiently: A Review of Existing Literature on Business Groups and Networks. Sustainability. 2020; 12 (18):7722.

Chicago/Turabian Style

Olena Liakh; Francesca Spigarelli. 2020. "Managing Corporate Sustainability and Responsibility Efficiently: A Review of Existing Literature on Business Groups and Networks." Sustainability 12, no. 18: 7722.

Journal article
Published: 21 January 2019 in International Journal of Emerging Markets
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Purpose The purpose of this paper is twofold. First, to analyze the impact of Chinese managers’ psychic distance (PD) with Germany on their businesses; and second, to investigate whether managers’ previous experiences affect their PD. Design/methodology/approach A multiple case study research design is adopted. It is based on six Chinese companies that have recently entered Germany through FDI. Findings PD influences the decision making of Chinese FDI to Germany, it has an impact on Chinese businesses in Germany on 4 out of 12 dimensions, namely, legal, political, cultural aspects as well as language. Managers with no international experience (study, work, foreign investment practice) perceive a higher impact of PD dimensions on business with the host country, whereas the opposite is true for experienced ones. Originality/value While extensive research has been conducted on the PD construct under the point of view of the differences between the home and host country’s characteristics, this paper sheds lights on the impact of pre- and post- periods of investment, as well as over international experiences of managers investing abroad. It examines the environmental industry for Chinese FDI to Germany.

ACS Style

Katiuscia Vaccarini; Christoph Lattemann; Francesca Spigarelli; Ernesto Tavoletti. Managers’ psychic distance and its impact on Chinese FDI to Germany in the environmental industry. International Journal of Emerging Markets 2019, 14, 155 -170.

AMA Style

Katiuscia Vaccarini, Christoph Lattemann, Francesca Spigarelli, Ernesto Tavoletti. Managers’ psychic distance and its impact on Chinese FDI to Germany in the environmental industry. International Journal of Emerging Markets. 2019; 14 (1):155-170.

Chicago/Turabian Style

Katiuscia Vaccarini; Christoph Lattemann; Francesca Spigarelli; Ernesto Tavoletti. 2019. "Managers’ psychic distance and its impact on Chinese FDI to Germany in the environmental industry." International Journal of Emerging Markets 14, no. 1: 155-170.

Case report
Published: 02 January 2018 in International Journal of Sustainability in Higher Education
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Purpose The paper analyses the emerging role of Social Sciences and Humanities (SSH) universities in contemporary society via third- and fourth-mission activities. In particular, the paper investigates the potential contributions that SSH universities can offer in developing and enhancing capacities, supporting the changing conception of innovation coherently through a Smart Specialisation Strategy (S3) approach. Design/methodology/approach The case study presents multiple third- and fourth-mission activities carried out by the University of Macerata (Italy). The activities are framed according to the roles universities could have in supporting S3. Findings Within third- and fourth-mission activities, SSH universities can play different and broader roles (generative, absorptive, collaborative and leadership), which could support regions in designing and implementing S3. Practical implications The paper shows the important contributions that SSH universities can make in their regions, both to support S3 and enhance the transition to sustainable development. Social implications The article emphasises SSH universities’ multiple contributions to sustainable development and to innovation in the knowledge society/economy framework. Originality/value This case study captures SSH universities’ contributions to S3 and the wider innovation paradigm, by highlighting their transformational effect on regional economies.

ACS Style

Chiara Rinaldi; Alessio Cavicchi; Francesca Spigarelli; Luigi Lacchè; Arthur Rubens. Universities and smart specialisation strategy. International Journal of Sustainability in Higher Education 2018, 19, 67 -84.

AMA Style

Chiara Rinaldi, Alessio Cavicchi, Francesca Spigarelli, Luigi Lacchè, Arthur Rubens. Universities and smart specialisation strategy. International Journal of Sustainability in Higher Education. 2018; 19 (1):67-84.

Chicago/Turabian Style

Chiara Rinaldi; Alessio Cavicchi; Francesca Spigarelli; Luigi Lacchè; Arthur Rubens. 2018. "Universities and smart specialisation strategy." International Journal of Sustainability in Higher Education 19, no. 1: 67-84.

Review article
Published: 10 July 2017 in Journal of Enterprising Communities: People and Places in the Global Economy
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Purpose Over the past few decades, higher education institutions (HEIs) have become key players in regional economic development and knowledge transfer, which has led to a third mission for HEIs and the entrepreneurial university. The purpose of this paper is to assess the challenges of HEIs in fulfilling the third mission for economic development and the changing role of being an entrepreneurial university, and the changes that need to be implemented to fulfill this new mission. Design/methodology/approach The authors have drawn on current literature to examine academic entrepreneurism and the entrepreneurial university, and how universities are fulfilling their third mission. Findings The findings from our review of the literature demonstrated the varied economic and social benefit of universities conducting external third mission/entrepreneurial activities in the community, as well as how the changing role and expectations of universities to become more entrepreneurial, has not only changed the expectations and role of university administrators, faculty and staff but also the business community which they serve. The review also showed the varied challenges for universities in fulfilling the third mission of economic development. Research limitations/implications Although ample literature and cases about universities’ third mission of economic development and the new entrepreneurial university (especially with research universities) were available, literature or research was limited on the specific challenges and obstacles faced by administrators, faculty and departments in fulfilling this mission, and few studies recommended changes that needed to be implemented in HEIs to support this new mission. Practical/implications The paper supports the potential role that HEIs play in implementing economic development in their communities or region. The paper also highlights some of the necessary resources and policy changes that policymakers and university administrators need to implement to reward and recognize faculty in conducting outreach activities as part of the university’s third mission. Originality/value The findings from this study highlight the challenges and barriers for faculty, staff and HEIs in fulfilling the third mission and becoming an entrepreneurial university.

ACS Style

Arthur Rubens; Francesca Spigarelli; Alessio Cavicchi; Chiara Rinaldi. Universities’ third mission and the entrepreneurial university and the challenges they bring to higher education institutions. Journal of Enterprising Communities: People and Places in the Global Economy 2017, 11, 354 -372.

AMA Style

Arthur Rubens, Francesca Spigarelli, Alessio Cavicchi, Chiara Rinaldi. Universities’ third mission and the entrepreneurial university and the challenges they bring to higher education institutions. Journal of Enterprising Communities: People and Places in the Global Economy. 2017; 11 (03):354-372.

Chicago/Turabian Style

Arthur Rubens; Francesca Spigarelli; Alessio Cavicchi; Chiara Rinaldi. 2017. "Universities’ third mission and the entrepreneurial university and the challenges they bring to higher education institutions." Journal of Enterprising Communities: People and Places in the Global Economy 11, no. 03: 354-372.