Purpose: This study aims to understand if and how European digital innovation hubs (DIHs) filling the role of knowledge brokers (KBs) can support the digital transformation (DX) of small and medium-sized enterprises (SMEs) by triggering open innovation (OI) practices.Design/methodology/approach: After presenting a conceptual model of reference, a survey and a subsequent in-depth interview were conducted to capture evidence from Italian DIHs. These structures were selected for their growing importance, as confirmed by the National Plan for Industry 4.0.Findings: The findings highlight that Italian DIHs act not only as KBs but also as knowledge sources that give rise to a digital imprinting process that is able to shape the DX of SMEs.Originality/value: Research on knowledge sharing and OI has mainly focused on large firms. The study covers the gaps identified in the literature by considering the role of KBs in enabling SMEs to embrace DX.

Purpose: This paper aims to investigate how knowledge sharing influences technological innovation capability (TIC) of the software small- and medium-sized enterprises (SSMEs).Design/methodology/approach: Based on the theories regarding knowledge management, TIC, software engineering and open innovation, this paper constructed a research model comprising factors affecting knowledge sharing, knowledge sharing and TIC, and then tested the model quantitatively. The study focuses on SSMEs in China collecting 457 online questionnaires and uses a structural equation model to test the hypotheses.Findings: The knowledge sharing culture, organizational structure, middle-level leadership and management system have significantly positive effects on tacit knowledge sharing; management system and IT support have significantly positive effects on explicit knowledge sharing; both explicit and tacit knowledge sharing have significantly positive effects on TIC.Research limitations/implications: The study enriches the research on knowledge sharing and TIC. However, it does not consider factors affecting knowledge sharing at the non-organizational level or the interaction between explicit and tacit knowledge sharing.Practical implications: The study offers several recommendations/suggestions for helping SSMEs to promote and implement explicit or tacit knowledge sharing and TIC.Originality/value: This paper examines the impact of knowledge sharing on TIC from the perspective of knowledge management deconstructing knowledge sharing from the epistemological dimension and the TIC of software companies on the basis of software engineering theory. It provided a new theoretical perspective for the research of knowledge management and technological innovation management in SSMEs.

Purpose: The present paper aims to explore and map the development of the intellectual capital (IC)-related studies by answering the following research questions: (1) what are the theoretical pillars on which prior literature focusing on the IC–entrepreneurship relationship has grown and expanded?; (2) what are the main research areas covered by past literature focused on the IC–entrepreneurship relationship?; (3) which areas of research should be explored in the future?Design/methodology/approach: The study relied on the co-citation analysis and bibliographic coupling techniques to investigate a complete data set of IC–entrepreneurship publications.Findings: Findings indicated that scholars' attention had increased, starting from the beginning of the 2000s due to the widespread recognition of the importance of knowledge for firms' competitive advantage. Results of the co-citation clustering analysis have identified five main theoretical building blocks of the IC–entrepreneurship literature, which addressed both the basics of IC foundations and more specific aspects related to IC (family firms and the measurement of IC). Results of the bibliographic coupling analysis indicated that future studies should consider the existence of interactions and synergies among the different components of IC. Furthermore, attention should be devoted to the management practices of IC.Originality/value: The present study represents the contributions offered by IC to studies about entrepreneurship strategies. Building on findings emerging from a qualitative content analysis on clustered prior publications, the authors discuss a research agenda that is expected to inspire future studies to continue the exploration of the crucial characteristics of IC in contributing to entrepreneurial and managerial studies.

Social innovation and social entrepreneurship usually follow a bottom‐up pattern. Companies and entrepreneurs decide to focus their business effort on meeting critical and urgent social needs. However, what happens when institutions promote or push top‐down initiatives? The outbreak of COVID‐19 is redefining, for many aspects, entrepreneurial dynamics. By creating a critical shortage of resources and medical supplies, the pandemic drew central and local institutions to push companies to cover the increasing social and medical needs. This study explores how companies reacted to top‐down‐initiated social innovation and social entrepreneurship activities. In doing so, the study focuses on the first heavily hit country, China, and it collects data from companies involved in the production of medical masks and the provision of solutions for nucleic acid tests. Our findings reveal that companies answer to top‐down pushes by implementing two main strategies in a time of crisis. First, the social bricolage by exploiting available and local resources. Second, companies react with agility by re‐thinking their internal innovation, relying on past similar experiences, and making their resource fluid. Our study adds the literature regarding social innovation and entrepreneurship in a crisis time by providing implications for institutions and organizations in setting and responding to strategies for future crises.

Purpose: The purpose of this paper is to fill a gap in the literature regarding the open innovation management approaches that small and medium-sized enterprises (SMEs) can use to access digital technologies and incorporate them into their organizational processes. The research question is: What organizational and process-level managerial actions do SMEs take to successfully access and implement digital technologies within their organizational processes?Design/methodology/approach: Using Guertler et al.'s (2020) Action Innovation Management Research (AIM-R) framework, this study examines the digital transformation experiences of 10 European SMEs to gain insights into the managerial actions that foster successful digital transformation.Findings: The findings of the paper reveal two major contributions. First, a digital transformation roadmap for SMEs is proposed, with a focus on accessing external resources and reconfiguring internal ones to ease their digital transformation journey. Second, three distinct paradoxes that influence the digital transformation process in SMEs are highlighted, providing useful insights into the challenges and tensions SMEs face during this journey.Originality/value: This paper provides a unique perspective on the digital transformation of SMEs by examining the managerial actions required for successful technology adoption and revealing the paradoxes that may emerge during this transformative process. The findings form the basis for future research, deepening our understanding of digital transformation in SMEs and providing actionable advice to managers and practitioners navigating this journey.