The growing diffusion of digital technologies, especially in production systems, is leading to a new industrial paradigm, named Industry 4.0 (I4.0), which involves disruptive changes in the way companies organize production and create value. Organizations willing to seize the opportunities of I4.0 must thus innovate their processes and business models. The challenges that companies must face for the transition towards I4.0 paradigm are not trivial. Several digital transformation models and roadmaps have been lately proposed in the literature to support companies in such a transition. The literature on change management stresses that about 70% of change initiatives—independently of the aim—fail to achieve their goals due to the implementation of transformation programs that are affected by well-known mistakes or neglect some relevant aspects, such as lack of management support, lack of clearly defined and achievable objectives and poor communication. This paper investigates whether and to what extent the existing digital transformation models (DTMs) and roadmaps for I4.0 transition consider the lessons learnt in the field of change management. To this aim, a Systematic Literature Review to identify existing models and roadmaps is carried out. The results obtained by the review are discussed under the lens of the change-management literature. Based on that, the shortcomings and weaknesses of existing DTMs are pinpointed. Extant DTMs mainly focus on digital transformation initiatives carried out in manufacturing companies; they do not cover all the phases of the digital transformation process but rather focus on the definition of the I4.0 vision, strategy and roadmap. Little attention is devoted to the implementation and consolidation of digital change. Change management lessons are considered to a limited extent, based on which, some suggestions for better dealing with digital transformation initiatives are discussed. The paper contributes to advancing knowledge on models and approaches to support organizations in managing digital transformation. The identification of change management activities that a digital transformation initiative should involve as well as the suggestions on how to effectively deal with it can be used by managers to successfully lead the I4.0 transition journey in their organizations.

Sustainability reporting is the process by which companies describe how they deal with their own economic, environmental, and social impacts, thus making stakeholders able to recognize the value of sustainable practices. As stressed in the Global Reporting Initiative guidelines, which act as a de facto standard for sustainability reporting, sustainable reports should take into account the stakeholders’ view. In particular, engaging stakeholders is essential to carry out the materiality analysis, by which organizations can identify their own more relevant sustainability aspects. Yet, on the one hand, the existing guidelines do not provide specific indications on how to get stakeholders actually engaged; on the other hand, research on quantitative techniques to support stakeholder engagement in materiality analysis is scarce. Therefore, the purpose of this paper is the development of a quantitative structured approach based on multi-attribute group decision-making techniques to effectively and reliably support stakeholder engagement during materiality analysis in sustainability reporting. As it more strictly guides the reporting process, the proposed approach at the same time simplifies materiality analysis and makes it more reliable. Though any company can adopt the approach, small- and medium-sized enterprises (SMEs) are expected to particularly benefit from it, due to the quite limited implementation effort that is required. With this respect, the approach has been validated on a sample of Italian SMEs belonging to different sectors.

Measuring the openness of innovation is essential to understanding whether and under which conditions increasing openness is beneficial for organizations. However, no consensus has been so far achieved on which dimensions characterize the openness of innovation, which approach should be used to measure it, or which unit of analysis should be adopted. This paper proposes an approach, named ATOM (Aggregative Technique for Openness Measurement), to characterize and measure the openness of innovation, rooted in the concepts of knowledge supply (KS) and innovation practice (IP). As prescribed by the confirmation phase of theory building model, the approach has been successfully applied to a real innovation project. The paper contributes to clarifying the concept of innovation openness and attempts to improve its measurement by adopting a micro-level unit of analysis (i.e., single KS within an innovation project) as well as dimensions that extant literature considers relevant to managing external collaborations. The proposed approach can also support firms involved in an innovation project to (i) identify and measure the criticality of knowledge supplies, (ii) assess the openness of the adopted innovation practices, and (iii) support ex-post learning on the way the project was managed.

Unresilient and fragile regions need methods and data able to make policy-makers acknowledge the specific criticalities by which they are affected, so as to build effective development strategies and policies. This research explores whether and to what extent well-being and sustainability measurement frameworks are able to recognize crisis areas. We identified Taranto (Italy), declared as both a National Priority Contaminated Site and a Complex Industrial Crisis area, as a paradigmatic and extreme case of crisis areas and adopted the single case approach to address our research question. After reviewing several frameworks able to measure well-being at local level, we focused on Benessere Equo e Sostenibile dei Territori (Equitable and Sustainable Territorial Well-being, BESdT). We used two aggregate indexes to analyze data, namely the Adjusted Mazziotta-Pareto Index and the Adjusted Differences Mean Index. The study shows that, although BESdT does detect some criticalities of the examined area, it seems not able to adequately frame the multifaceted crisis that affects the area of Taranto. Even in presence of a full-blown crisis, the problematic situation does not always reflect into lower territorial performance, neither at the level of single indicators nor at the level of entire domains. Such discrepancy appears to be particularly evident within the economic domain. The paper ends with a discussion on the research and policy implications and some proposals for further research.

Pomegranate cultivation has gained interest in Italy, driven by the tree’s drought tolerance and temperature requirements, which make it a suitable alternative crop for farmers transitioning from traditional options like olives, cereals, or vineyards. Despite its increasing popularity, particularly in Southern Italy, fragmented knowledge of this crop hinders its diffusion. This review addresses these gaps by synthesizing knowledge across agronomy, crop protection, economics, and managerial aspects. Also, the current review identifies challenges and opportunities for pomegranate farmers. It offers insights into different irrigation, fertilization, and training systems and different soil management strategies by identifying suitable cultivars according to the market outcome. Furthermore, this review examines the main biotic threats, such as the fungal diseases affecting this crop all over the world and in Italy. Moreover, the work explores the extent to which abiotic factors like drought, salinity, and extreme temperatures are responsible for fruit injuries and reduced marketability. Lastly, this review collects market figures on pomegranate production by identifying challenges that undermine market development and discusses managerial strategies to increase the profitability of this crop while avoiding price competition from non-European countries. Therefore, this detailed review, combining knowledge from multiple disciplines, will support the Italian pomegranate sector’s growth, ensuring farmers’ long-term profitability and environmental sustainability according to the EU’s Farm to Fork strategy.