Purpose: The purpose of this paper is to focus on Temporary Shops, a recent communication and distribution innovation used by firms in order to improve interaction with customers and to reinforce brand loyalty and equity. The main aim of the study is to frame the Temporary Shops phenomenon in Italy and to analyze its value co‐creation potential.Design/methodology/approach: The DART model proposed by Prahalad and Ramaswamy has been chosen as the theoretical framework for understanding the Temporary Shops phenomenon. The authors investigate the process of value co‐creation inside the Temporary Shops through its four key building blocks, namely, dialogue, access, risk/benefits and transparency. Through a multiple‐case study, the authors study in‐depth evidence from five leading firms that represent the main Temporary Shops in Italy over the last two years.Findings: Temporary Shops provide a locus of value co‐creation in which the interactive and experiential relationship between the firm and the customer is engaged and value co‐creation emerges.Research limitations/implications: There are two main limitations: this study is exploratory and analyzes co‐creation only from the company perspective. Further studies may widen the unit of analysis from firm to customer's network and thus provide further insights about antecedents and implications of the interaction in a multi‐sensory context.Originality/value: The work contributes to understanding the role of experiential environment in value co‐creation processes, as well as analyzing the contribution of a new distribution phenomenon with respect to co‐creation through the application of the DART model.

Academics, policymakers and society at large are calling for solutions to societal problems. Digital platforms are a promising means to this end, as they can drive social innovation at a scale and pace previously unimaginable. To date, little attention has been paid to how technologies facilitate social change and lead actors to solve social problems over time. This study explores how digital platforms foster the development of successful social innovation practices to improve the process of social change and well‐being. It adopts a qualitative, in‐depth case study approach and focuses on RomAltruista, a so‐called social mission platform that promotes flexible volunteering. The study contributes to the literature by providing a framework for understanding the opportunities and role of platforms as cornerstones of successful social innovation practices.

This paper reviews the literature to understand the current state of Corporate Social Responsibility (CSR) communication. The authors analyze not only the importance of CSR communication for businesses but also review the literature that deals with both digital and traditional tools adopted for CSR communication. This is followed by a discussion on how today's businesses are more aware of the importance of communicating CSR to their stakeholders. Furthermore, the literature review attempts to investigate how businesses are implementing both digital and traditional tools in a complementary way for their CSR communication strategy.