In the service era, markets are reconceptualized as systems of actors interconnected through networked relationships based on resources exchange and producing value co-creation. Two of the main contemporary service research theories, Service-dominant logic and Service science, propose different organizational layouts for producing and harmonizing value co-creation: Service ecosystems and smart service systems. However, these two models show some limitations. So, this work aims at drawing an integrated model, the so called Smart service ecosystem that can be applied to hypercompetitive and experience-based sectors. The model was tested in the tourism sector by using a case study methodology. Ten interviews were administered to key informants to analyze their perception about the main dimensions of the smart service ecosystems. By adopting a holistic view, the results obtained can allow the elaboration of a framework which pinpoints: (1) the main stakeholder groups (actors); (2) the kind of resources exchanged (resource integration); (3) the tools employed (technology); (4) the institution exchange among users (institutions). Applying the model obtained to the tourism sector this work explores the main element-steps for managing and optimizing value co-creation and sustainability in the long run and thus for transitioning from innovation to social innovation.

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.

COVID‐19 has been the most important pandemic that hit the world in the last century. An overwhelming number of initiatives aimed to save lives and protect humanity came out especially at the beginning of the health crisis, following an outside the box approach to address relevant R&D problems. Digital makers, not surprisingly, have been part of the game. Being masters in using digital technologies for customized products, and being strategically fitted to cope with the imperative to be fast, many of the players on the front line to fight the pandemic have looked at them as the ‘providers next to the door’ able to offer fast solutions to critical problems. Based on these premises and adopting frugal innovation as theoretical base, the aim of the study is to analyze how digital makers have taken part in R&D processes to find solutions to the problems created by an exogenous and unexpected sanitary problem. Through an in‐depth case study, we provide insights on if and how frugal approach to innovation is adapt to cope with the extraordinary pressure coming from event like the COVID‐19. The results of the study highlight the power of connecting frugal innovation principles, agile mindset of makers and open innovation strategies in providing effective solutions on a local scale and eventually exploit their potential global impact. Furthermore, we highlight implications and pathways for future researches.

Humane entrepreneurship (HumEnt) is a new model of entrepreneurship in which the attention that firms have traditionally paid to business is integrated with care for the following: firm members, the planet, and society at large. The goal of this article is to address some preliminary issues to develop a measurement scale to validate firm humane entrepreneurial orientation (HEO). The articles defines HEO beginning with the review of the main literature in terms of its three components: entrepreneurial orientation (EO), sustainable orientation (SO), and humane resource orientation (HRO). The article thereby makes some contributions with regard to how and at which organizational level the components of HEO can be measured.

Purpose: Humane entrepreneurship (HumEnt) has been theoretically proposed as a new model of entrepreneurship supporting the idea of an enlarged entrepreneurial strategic posture. The aim of paper is to frame humane entrepreneurial orientation’s (HEO) characteristics by showing how firms apply the HumEnt approach, and to offer suggestions to build an HEO measurement scale.Design/methodology/approach: The study adopts a case study approach, focusing on five Italian small and medium enterprises (SMEs).Findings: The study (1) identifies which are the characteristics of HEO strategic posture in the enterprises under examination; (2) shows that entrepreneurs' personal values and credos are fundamental to having an HEO strategic posture adopted; (3) provides indications on the development of a measurement scale through a discussion of emerging HEO themes.Originality/value: The value of the study is that emerging themes of HEO strategic posture was derived from the analysis of five Italian SMEs. Entrepreneur's personal values have been proven to be relevant in the implementation of HEO. Based on the emerging HEO themes, the study contributes to the literature opening the way toward the building of an all-encompassing HEO measurement scale.