In the modern competitive scenario, all companies seek to understand how to achieve success. One of the keys to conquer/maintain market shares is sustainability, which is a hot topic of numerous studies that have focused on its use as a solution to obtain social, environmental, economic, and cultural benefits. To this end, the present work aims to identify the variables able to guide consumers towards the choice of sustainable restaurants through the conceptual extension of a theoretical model known in literature as Theory of Planned Behavior (TPB). The authors propose an Extended Theory of Planned Behavior (ETPB), consisting of seven variables: attitude; subjective norm; perceived behavioral control; perceived usefulness; curiosity; behavioral intention; and behavior. The authors used a quantitative approach based on the test of a Structural Equation Model (SEM). Overall, 1023 questionnaires were analyzed. The results of the analysis provided empirical evidence for the hypotheses formulated suggesting that attitude, subjective norm, perceived behavioral control, perceived usefulness, and curiosity affected the consumers’ behavioral intention to prefer sustainable restaurants and that behavioral intention affected their actual behavior. Based on what emerged from the analysis, the work could be understood as a useful tool for scholars and practitioners, suggesting interesting theoretical and managerial implications. In fact, on the one hand, it contributes to the enrichment of scientific literature related to the factors triggering human choices, and, on the other, it helps maximize the success of the restaurants by highlighting the levers to be actioned to improve business performances. However, the paper presents a main limit, linkable to the fact that, whilst the use of questionnaires represents an advantage in terms of sample size, on the other hand, it does not allow us to go deeper in understanding the reasons why people prefer restaurants that adopt sustainable practices.

Purpose: Industry 4.0 defines the application of digital technologies on business infrastructure and processes. With the increasing need to take into account the social and environmental impact of technologies, the concept of Society 5.0 has been proposed to restore the centrality of humans in the proper utilization of technology for the exploitation of innovation opportunities. Despite the identification of humans, resilience and sustainability as the key dimensions of Society 5.0, the definition of the key factors that can enable Innovation in the light of 5.0 principles has not been yet assessed.Design/methodology/approach: An SLR, followed by a content analysis of results and a clustering of the main topics, is performed to (1) identify the key domains and dimensions of the Industry 5.0 paradigm; (2) understand their impact on Innovation 5.0; (3) discuss and reflect on the resulting implications for research, managerial practices and the policy-making process.Findings: The findings allow the elaboration of a multileveled framework to redefine Innovation through the 5.0 paradigm by advancing the need to integrate ICT and technology (Industry 5.0) with the human-centric, social and knowledge-based dimensions (Society 5.0).Originality/value: The study detects guidelines for managers, entrepreneurs and policy-makers in the adoption of effective strategies to promote human resources and knowledge management for the attainment of multiple innovation outcomes (from technological to data-driven and societal innovation).

Purpose: Digitalization accelerates the need of tourism and hospitality ecosystems to reframe business models in line with a data-driven orientation that can foster value creation and innovation. Since the question of data-driven business models (DDBMs) in hospitality remains underexplored, this paper aims at (1) revealing the key dimensions of the data-driven redefinition of business models in smart hospitality ecosystems and (2) conceptualizing the key drivers underlying the emergence of innovation in these ecosystems.Design/methodology/approach: The empirical research is based on semi-structured interviews collected from a sample of hospitality managers, employed in three different accommodation services, i.e. hotels, bed and breakfast (B&Bs) and guesthouses, to explore data-driven strategies and practices employed on site.Findings: The findings allow to devise a conceptual framework that classifies the enabling dimensions of DDBMs in smart hospitality ecosystems. Here, the centrality of strategy conducive to the development of data-driven innovation is stressed.Research limitations/implications: The study thus developed a conceptual framework that will serve as a tool to examine the impact of digitalization in other service industries. This study will also be useful for small and medium-sized enterprises (SMEs) managers, who seek to understand the possibilities data-driven management strategies offer in view of stimulating innovation in the managers' companies.Originality/value: The paper reinterprets value creation practices in business models through the lens of data-driven approaches. In this way, this paper offers a new (conceptual and empirical) perspective to investigate how the hospitality sector at large can use the massive amounts of data available to foster innovation in the sector.

Purpose: Given the growing attention on service ecosystem and the role played by technology and institutions in shaping of actors’ relations and interactions, the purpose of this paper is to examine a tourism environment with the lens of service ecosystem in order to derive a deeper understanding on the underlying mechanisms. Design/methodology/approach: A mixed methodology was used. First, literature review based on service ecosystems framework was conducted to critically analyze the roles of technology and institutions to shape a tourism service ecosystem. Then a case study was conducted. Findings: Two main findings are described: the role and the characteristics of physical and virtual engagement touchpoints in the emergence of a tourism service ecosystems; and the relationship between technology and institutions in the resource integration. In particular, the authors conclude that institutions can shape the usage of technology which, in turn, can enable and imply the emergence of new institutions, continually adjusting the system of the tourism service ecosystem. Practical implications: The analysis contributes to deepening the knowledge about value co-creation processes and engagement expedients in tourism destination, explaining the role of institutions and technology in helping actors to integrate resources and exchange services. The study can also be useful for practitioners in search for powerful tool to increase the competitiveness of a tourism destination. Originality/value: The study is one of the first attempts to conceptualize and operationalize a tourism destination in a service ecosystem framework. In this way it contribute to enhance scientific knowledge in a tourism management literature.

Purpose: In line with the precepts of service-dominant logic (SDL), the purpose of this paper is to devise a measurement framework of customer value co-creation practices during the service process. Design/methodology/approach: Answering the call of McColl-Kennedy et al. (2012), the present study develops a general conceptual model for the measurement of customer value co-creation behavior, in line with the procedure elaborated by Churchill (1979). In particular, the paper focuses on the first stage of the protocol, corresponding to the specification of the domain of the construct. Findings: The study shows that the scale for measuring behavioral processes in customer value co-creation has an implicit hierarchical structure based on eight activities to ensure adequate semantic coverage of the concept: cerebral activities, cooperation, information research and collation, the combination of complementary activities, changes in habits, co-production, co-learning, and connection. Moreover, the work highlights that the analysis of customer value co-creation behavior leads to three diverse steps of value co-creation and various levels of interaction. Originality/value: By systematizing the construct of customer value co-creation behavior within a comprehensive framework, the conceptual model attempts to fill a gap evidenced by previous research in order to show that actions performed by users during the value co-creation process strictly conform to SDL assumptions. Moreover, the framework underpinning the practical application of SDL principles could benefit future practitioners and suggest interesting implications for future research.

Purpose: The study queries the drivers of innovation management in contemporary data-driven organizations/companies. It is argued that data-driven organizations that integrate a strategic orientation grounded in data, human abilities and proactive management are more effective in triggering innovation.Design/methodology/approach: Research reported in this paper employs constructivist grounded theory, Gioia methodology, and the abductive approach. The data collected through semi-structured interviews administered to 20 Italian start-up founders are then examined.Findings: The paper identifies the key enablers of innovation development in data-driven companies and reveals that data-driven companies may generate different innovation patterns depending on the kind of capabilities activated.Originality/value: The study provides evidence of how the combination of data-driven culture, skills' enhancement and the promotion of human resources may boost the emergence of innovation.