Although technology improvements boosted the digital transition of universities, which built a path for smart campuses, the smartization process is more than simply promoting digitalization. This research aims to identify the essential elements and the most significant deficiencies in the smart campus dimensions and its variables from the user’s viewpoint to offer a list of priorities for decision-makers. Through an importance-performance analysis (IPA) performed using IBP SPSS 26, we tested an integrative smart campus framework in a Brazilian university, previously validated with Latin American experts. This research confirmed that eight dimensions are important for a smart campus evaluation and provided a list of priorities for academic managers. The results indicated the main gaps among importance and performance. This research concluded that the smartization process could not rely on technology attributes only. Universities should meet the modern society’s present and emerging needs and the labor market in a sustainable, social, and technological manner. Smart campuses in developing countries may prioritize different components than developed countries, such as infrastructure. We propose that more studies should apply the framework in more universities.

This paper presents a systematic literature review on coopetition based on researches published during 20 years. The main objective was to verify how the scholars are performing the transposition of this knowledge for tourism. A secondary goal was to outline a research agenda on tourism coopetition towards a new paradigm. Coopetition perspective supports the organizational form of tourism destinations, for the high level of interdependence and complementarity in the inter-organizational networks of tourism. Our results indicated that the topic is underexploited in tourism studies, yet it shows promising findings to apply in the industry. Coopetition is seen as resource or capacity for tourism destination; however, the scholars will make more progress when they understand coopetition as a multidimensional and relative construction.

This paper examines the status and progress of academic research in assessing and explaining tourism destination competitiveness in Spain and China. The authors first present a theoretical framework for understanding and determining destination competitiveness. Second, in the context of this framework, they analyse major tourism indicators in China and Spain to assess their respective tourism competitiveness. Third, the authors review research on destination competitiveness in China and Spain over the last decade in order to understand how it has been assessed and explained. In all, 25 articles on tourism destination competitiveness in China and Spain are analysed and compared in terms of the approaches and indicators used. The main results of this study lead to a proposal for a model to measure and explain destination competitiveness.

Purpose: Coopetition is a well-studied phenomenon in traditional enterprises. However, it lacks deepening in the social sphere, specifically on hybrid organizations (social and commercial goals). This paper analyzes the configuration of coopetition strategies in social enterprises and how these strategies can improve social value devolution.Design/methodology/approach: The authors conducted a multicase study with Brazilian social enterprises and a social incubator. Semistructured interviews with founders of the social enterprises and the president of the incubator were the primary sources of evidence, supported by observations and secondary data.Findings: The authors identified four main findings: (1) the social incubator induces coopetition among social enterprises; (2) coopetition is necessary to improve market performance; (3) coopetition is a natural strategy resulting from the activity of the social enterprise; (4) the behavior and context of social enterprises generate a new framework for coopetition formation. This framework comprises three stages of value: a social cooperation level to co-creation of value; second, a social competition level to the appropriation of value; and the third coopetition-balanced level to social value devolution.Originality/value: The authors advance knowledge on coopetition in an exciting, underexplored context, social entrepreneurship. The authors highlight that the coopetition nature and outcome in social enterprises have specificities compared to traditional businesses. The authors also improve the understanding of social value devolution based on simultaneous cooperation and competition among small social enterprises, allowing theoretical and practical implications. Thus, they advance the recurring discussion in coopetition literature beyond the generation and appropriation of value.