This paper contributes to the sustainability debate by analyzing the inclusion dimension in the responsible research and innovation (RRI) process. RRI is claimed to be an important tool for addressing global challenges and achieving sustainable development goals. While stakeholder involvement is considered to be imperative for the RRI process, there is little empirical evidence on (1) who the stakeholders participating in the RRI process are; (2) when stakeholders participate; (3) how stakeholders’ inclusion contributes to the sustainable innovation process; and (4) who the agents are who orchestrate stakeholders’ inclusion. This paper addresses the issue of stakeholder involvement through the lens of innovation management literature by attempting to link the innovation process to the responsibility concept. We employed a meta-synthesis of empirical studies of RRI to develop a deep understanding of stakeholder inclusion. After screening 139 articles, we identified seven empirical papers highlighting RRI process, mainly from projects nested in academic contexts. The findings indicate that multiple stakeholders are included at a late stage of the innovation process—during the market launch. To some extent, this allows for the adaptation of the solution, but such adaptations are limited in nature. This study also identifies the agents who stimulate stakeholder inclusion as being mainly academic researchers and researchers linked to multi-institutional projects. Our findings indicate that innovation management thinking is rarely applied in the governance of research and innovation projects ‘born’ in academia. We suggest enhancing RRI theoretical development by incorporating elements of innovation management such as early inclusion of users in the innovation process. For practitioners, this means an extension of the design space to allow early stakeholder inclusion in the innovation process to ensure responsible outcomes. We also identified avenues for future research. There is a need to systematically investigate which tools and frameworks for deliberate stakeholder inclusion are relevant at the various stages of the innovation and development process.

In studies on tourism and hospitality, the sustainable aspect has been continuously treated. A current approach that expands the concept of sustainability is the circular economy, considered a closed economic model that aims to maintain the most significant utility and value of products, components, and materials at all times. This issue has been addressed not only in the productive sphere but also in the area of services. In this sense, the objective of this research was to understand how the circular economy is being treated in the tourism and hospitality sectors. A review of published articles accessed across four databases—Spell, CAPES Portal, SciELO, and Web of Science—was carried out. The main results indicate that studies in this area are still incipient, with a greater number of publications starting in 2019; European studies prevail; the publications are still theoretical, with little empirical research; and address the benefits of the circular economy, and the economic, social, and environmental aspects.

Innovation involves creating value from ideas, but this raises the question of for whom is the value created

Purpose: The study presents a dynamic and complex procedural experience performed by small microbreweries in a cluster in Porto Alegre, Brazil. Thus, this article aims to establish theoretical propositions about coopetition strategies in this context. Originality/value: One of the gaps in the organizational studies is an understanding of how the process of developing a new strategic dynamic takes place. We consider coopetition to be a process that involves narrow strategies of simultaneous coopetition and cooperation between competing firms, in different areas and levels of interaction. Design/methodology/approach: Qualitative, exploratory research was conducted, using data triangulation and multiple methods. The case study technique was adopted to perform an in-depth examination of the phenomenon of secondary data collection, participant observations, and semi-structured interviews. Findings: The results showed that microbreweries are developing a strategic process of coopetition through greater sharing of resources, information, interactions, learning, and inter-organizational and intra-organizational knowledge, essentially in the stages of distribution and sales. The reports and evidence of the research showed synergy between the mechanisms and common goals found, thus demonstrating the dynamic of these small businesses.

Purpose: The objective of this research is to analyze the microfoundations of dynamic capabilities used by microbreweries in Porto Alegre (Brazil) in their coopetition strategies.Design/methodology/approach: A case study with a qualitative approach was developed. Data were collected during interviews with owners of 11 microbreweries, via analysis of documents and nonparticipatory observation. The authors used the content analysis technique to infer knowledge.Findings: The authors identified the microfoundations of dynamic coopetition capabilities including collective purchases, shared distribution expenses, shared production, education of consumers and other beer producers, group interaction and a business roundtable with entrepreneurs from the food and drink sector in the hospitality industry.Research limitations/implications: The authors developed a framework that considers the relationship between the microfoundations of dynamic capabilities and coopetition regarding the paradox between competition and cooperation. It is relevant to identify different actors’ movements and the potential outcomes of coopetitive strategies, which yield a competitive advantage for the cluster.Practical implications: Together, the microfoundations of dynamic capabilities contribute to the competitive advantage of the cluster.Originality/value: The study highlights how small companies can jointly develop competitive advantage in a market dominated by a large company.

This article aims to identify the factors that generate a competitive advantage, based on resource orchestration, in associated companies in networks with an emphasis on corporate social responsibility (CSR). The “Roteiros de Charme” hotel association was the object of study, deepening the analysis into four hotels and hostels participating in the association, all located in the state of Rio Grande do Sul, Brazil. The method chosen was qualitative comparative analysis (QCA), as it allows for the use of data from a small number of cases. The authors identified that individual CSR strategy, the environmental impact of CSR actions and the structuring of companies’ portfolios of resources cover the possible causality and present consistency in the creation of a competitive advantage based on resource orchestration. The analysis of the data showed that the companies associated can structure their portfolio of resources through bundled and leveraged resources for capacity building. The study represents an important managerial contribution since it clarifies what they (resources) are and how the resources of the hotel and the association can be orchestrated for a better financial, social and environmental results. The present study makes a unique theoretical contribution when analyzing the effects on the competitive advantage of CSR actions with the use of the QCA method.