Agglomerations and firm performance: who benefits and how much? Regional Studies. Agglomeration can generate gains. If it does, how does it work and how are those gains distributed across agglomerated firms? The paper examines the effect of localization externalities on innovation. Localization externalities are measured as industry specialization or a firm’s co-location in a relatively high own-industry employment region. By analyzing a large dataset of 6697 firms integrated with another regional agglomeration-related dataset, results show that (1) co-location in an agglomeration has a positive influence on a firm’s innovative performance; and (2) firms benefit heterogeneously from agglomerations, with benefits being distributed asymmetrically. Agglomeration gains exist but not all firms benefit equally.

Radical innovation is under-researched in the geography of innovation. In this paper, the focus is on understanding how radical innovations occur in Marshallian industrial districts (MIDs), a phenomenon mostly overlooked. Using an exploratory and in-depth longitudinal case study methodology in two European MIDs, this paper analyzes radical innovation in MIDs and finds that the introduction of technology-distant knowledge and new firms from different (to the focal) industries are both necessary mechanisms, but not sufficient. Access to leading incumbents’ networks, based on social norms, becomes a crucial social factor necessary for radical innovation to occur in MIDs.

In the financial industry, two relationships are well-researched: (i) innovation and financial performance and, (ii) sustainability and financial performance, both focused primarily on Western and advanced countries. The relationship between innovation and sustainability, however, is underresearched. This study’s purpose consists of determining whether there is a relationship between innovation and corporate sustainability in the financial industry. In doing so, this study responds to a critical question: are the most innovative firms also the most sustainability-oriented? We empirically explore sustainability-oriented innovation in the financial industry of 11 catching-up countries in Central and Eastern Europe (CEE). Using Community Innovation Survey (CIS) data for 2012–2014, this study empirically analyzes a large sample of 1574 firms in the financial industry. Our results suggest that innovation is positively linked to corporate sustainability, pointing out that innovation capabilities are positively related to sustainability. Our study proposes a framework for analyzing innovation and sustainability from a capability-perspective.

Industry 4.0 threatens established lock-in paradigms in some districts. In this study, we compare different innovation policies aimed at facilitating Industry 4.0 awareness and its adoption in three Marshallian Industrial Districts (MIDs), asking: ‘What’ types of innovation policies work for Industry 4.0 in industrial districts? And, where they do, ‘how’ are those innovation initiatives designed, developed and implemented for digitizing districts? Using qualitative evidence based on 24 interviews and the review of existing literature concerning Industry 4.0 in three MIDs, results show different mechanisms and approaches for creating awareness and maximizing the diffusion of Industry 4.0 in each district, as a result of each local ‘cognitive structure’. One size-fits-all policies are not realistic for digitization: collective actors leading place-based collective actions that are bottom-up and co-designed with public and private local actors is what works best. For policymakers, this study presents guidance for developing Industry 4.0 in MID settings.

Pressure from stakeholders for sustainable development is forcing top management to reconsider its supply chain management. This form of sustainability must consider the risks, insecurities, and lack of proximity caused by any event on the global economy. Organizations must identify and manage the risks of every link in the chain, while pursuing sustainable development. Corporate social responsibility (CSR) and sustainable development must be the result of a deliberate and coordinated response by the entire organization. A suitable segmentation of suppliers allows development strategies to be prioritized. This article presents the steps that should be followed in supply chain management, the identification of risks, and the new leadership of purchasing management to develop a sustainable supply chain. To this end, some of the key industrial actions reported in the literature are outlined, and two case studies are presented to identify the steps for the segmentation and dynamic development of suppliers. This article provides reflections on the responsibilities of senior management in the new era of sustainable development and presents guidance on how to coordinate sustainable development in the supply chain.