Annals of Business Research – serie

Diverse kinds of knowledge are vital for each organization that would successfully compete today in an international scenario. The emergent relevance of knowledge and its management in an even more complex environment opens up the possibility to analyze, investigate and deepen our understanding on different aspects related to several functional areas in business management. Nowadays, firms that create new knowledge and apply it effectively and efficiently will be successful at creating competitive advantages. The choices of the firms in selecting and applying different knowledge process (such as knowledge sourcing, transferring and exploiting) as well as knowledge tools may be crucial. Thus, the role of knowledge as the key source of potential advantage for organizations and indeed whole economies is still a hot debate in the international landscape. This book develops insights for the management of knowledge in cross-functional business areas to originate an innovative approach to the classical Knowledge Management (KM) field. This book provides a fresh perspective on different knowledge related topics in an international landscape, highlighting the key role of knowledge and its management in business activities. Overall, the primary aim of this book is to extend our understandings on how KM can be helpful in several cross-functional management areas, such as strategic management, finance, HRM and innovation as well as in different business circumstances such as M&A, internationalization processes and risk management.

This cross-disciplinary business book develops insight into the management of businesses operating in various economic sectors that take a proactive approach to the triple dimension of sustainability (economic, social and environmental), positioning itself as a key reference for both academics and practitioners in the wide area of business management.The concept of sustainability is today at the heart of international policies and debate, and plays a key role in deep changes to the organizational models of companies operating in a wide range of sectors of economic activity. In particular, this book aims to gain a deeper understanding of how stakeholder engagement can contribute to value co-creation both in the company and along the supply chain, and what distinguishes the differing involvement of stakeholders, in particular between public involvement and stakeholder participation. Each chapter of this book presents different modalities of stakeholder involvement and develops the concept of value co-creation from organizational and marketing perspectives.This book is recommended reading for those interested in the fields of stakeholder engagement and theory, sustainability, business studies, and sustainable development.

There has been growing interest on business models among academics and practitioners in recent years, as business model describes how an organization creates, distributes and captures value and, therefore, can be considered the DNA of the organization. Recently, factors related to digital transformation, the vital role of sustainability and social aspects, along with an increasing globalization, have pushed towards radical transformations in business models. This book aims to further our knowledge on business model innovation in new contexts of analysis and with new perspectives of investigation. Insights from business model innovation are presented from studies focusing on start-ups, small businesses and large businesses to provide a bigger picture on new dynamics connected to digital transformation, sustainability, new global relationships. As such, the scope is on new ways to create value, new components and dynamics (such as digitalization and sustainability) concerning the key elements of the business model (value creation, value configuration and value capture), and new relationships between actors that may foster business model innovation. It represents a valuable resource for practitioners willing to innovate business models, academics aiming at finding new research lines, and students keen to learn more about business models.

This book extends our understanding of how different cross- functional business and management disciplines, such as innovation and entrepreneurship, strategic management, marketing and HRM, individually and collectively underpin innovation in business management.Business Models for Strategic Innovation develops insights from cross-disciplinary business knowledge streams and their cutting edge discipline-specific practical implications to create a cross- functional business innovation management model. Novel cross- disciplinary knowledge plays an imperative role in business innovation and we know that innovative management processes have significant implications for effective cross- functional management. In this context, each chapter of the book presents fresh insights on diverse business knowledge- streams as well as their applied implications on cross- functional business innovation management. Finally, centred on these cross- disciplinary business theories and their cutting edge implications, the last chapter of this book proposes a model of strategic cross- functional business innovation management process.This academically rigorous work uses innovative theoretical propositions and state- of- the- art empirical analysis in order to enable cross- functional management teams to support organisation- wide business innovation processes.

There has been growing interest on business models among academics and practitioners in recent years, as business model describes how an organization creates, distributes and captures value and, therefore, can be considered the DNA of the organization. Recently, factors related to digital transformation, the vital role of sustainability and social aspects, along with an increasing globalization, have pushed towards radical transformations in business models. This book aims to further our knowledge on business model innovation in new contexts of analysis and with new perspectives of investigation. Insights from business model innovation are presented from studies focusing on start-ups, small businesses and large businesses to provide a bigger picture on new dynamics connected to digital transformation, sustainability, new global relationships. As such, the scope is on new ways to create value, new components and dynamics (such as digitalization and sustainability) concerning the key elements of the business model (value creation, value configuration and value capture), and new relationships between actors that may foster business model innovation. It represents a valuable resource for practitioners willing to innovate business models, academics aiming at finding new research lines, and students keen to learn more about business models.

Diverse kinds of knowledge are vital for each organization that would successfully compete today in an international scenario. The emergent relevance of knowledge and its management in an even more complex environment opens up the possibility to analyze, investigate and deepen our understanding on different aspects related to several functional areas in business management. Nowadays, firms that create new knowledge and apply it effectively and efficiently will be successful at creating competitive advantages. The choices of the firms in selecting and applying different knowledge process (such as knowledge sourcing, transferring and exploiting) as well as knowledge tools may be crucial. Thus, the role of knowledge as the key source of potential advantage for organizations and indeed whole economies is still a hot debate in the international landscape. This book develops insights for the management of knowledge in cross-functional business areas to originate an innovative approach to the classical Knowledge Management (KM) field. This book provides a fresh perspective on different knowledge related topics in an international landscape, highlighting the key role of knowledge and its management in business activities. Overall, the primary aim of this book is to extend our understandings on how KM can be helpful in several cross-functional management areas, such as strategic management, finance, HRM and innovation as well as in different business circumstances such as M&A, internationalization processes and risk management.

This book extends our understanding of how different cross- functional business and management disciplines, such as innovation and entrepreneurship, strategic management, marketing and HRM, individually and collectively underpin innovation in business management.Business Models for Strategic Innovation develops insights from cross-disciplinary business knowledge streams and their cutting edge discipline-specific practical implications to create a cross- functional business innovation management model. Novel cross- disciplinary knowledge plays an imperative role in business innovation and we know that innovative management processes have significant implications for effective cross- functional management. In this context, each chapter of the book presents fresh insights on diverse business knowledge- streams as well as their applied implications on cross- functional business innovation management. Finally, centred on these cross- disciplinary business theories and their cutting edge implications, the last chapter of this book proposes a model of strategic cross- functional business innovation management process.This academically rigorous work uses innovative theoretical propositions and state- of- the- art empirical analysis in order to enable cross- functional management teams to support organisation- wide business innovation processes.

This cross-disciplinary business book develops insight into the management of businesses operating in various economic sectors that take a proactive approach to the triple dimension of sustainability (economic, social and environmental), positioning itself as a key reference for both academics and practitioners in the wide area of business management.The concept of sustainability is today at the heart of international policies and debate, and plays a key role in deep changes to the organizational models of companies operating in a wide range of sectors of economic activity. In particular, this book aims to gain a deeper understanding of how stakeholder engagement can contribute to value co-creation both in the company and along the supply chain, and what distinguishes the differing involvement of stakeholders, in particular between public involvement and stakeholder participation. Each chapter of this book presents different modalities of stakeholder involvement and develops the concept of value co-creation from organizational and marketing perspectives.This book is recommended reading for those interested in the fields of stakeholder engagement and theory, sustainability, business studies, and sustainable development.

Triple bottom line (TBL or 3BL) was coined as a wide and inspiring approach for businesses aimed at understanding how to create, track, and manage economic, social, and environmental values added. The sustainability sector is strongly increasing its relevance among academics and practitioners, and the market opportunities associated with the sustainable development goals (SDGs) are estimated at over $12 trillion per year by 2030. Although this is a promising context, a recent article suggested a rethinking of the TBL, arguing that sustainability goals’ value should not be assessed in terms of profit and loss but of people well-being and planet health, looking for a societal profit. Technology plays a crucial role in our society. Respectively, the Agenda 21 and the Paris Agreement consider technology to be essential in the pursuit of sustainable development and the achievement of the SDGs. Adding to this, the Covid-19 pandemic has accelerated the adoption of digital solutions in several fields, from the way of working to the way of buying and consuming. Companies are becoming more aware of the responsibility they have within environmental and human contexts, and people are looking for work reflecting their values and purposes to motivate them. This book aims to contribute to the understanding of the role of technology and its emerging and innovative solutions in the achievement of sustainable development while making a profit. It will be of value to researchers, academics, practitioners, and students in the fields of strategic management, entrepreneurship, management of technology and innovation, and sustainable development.

Triple bottom line (TBL or 3BL) was coined as a wide and inspiring approach for businesses aimed at understanding how to create, track, and manage economic, social, and environmental values added. The sustainability sector is strongly increasing its relevance among academics and practitioners, and the market opportunities associated with the sustainable development goals (SDGs) are estimated at over $12 trillion per year by 2030. Although this is a promising context, a recent article suggested a rethinking of the TBL, arguing that sustainability goals’ value should not be assessed in terms of profit and loss but of people well-being and planet health, looking for a societal profit. Technology plays a crucial role in our society. Respectively, the Agenda 21 and the Paris Agreement consider technology to be essential in the pursuit of sustainable development and the achievement of the SDGs. Adding to this, the Covid-19 pandemic has accelerated the adoption of digital solutions in several fields, from the way of working to the way of buying and consuming. Companies are becoming more aware of the responsibility they have within environmental and human contexts, and people are looking for work reflecting their values and purposes to motivate them. This book aims to contribute to the understanding of the role of technology and its emerging and innovative solutions in the achievement of sustainable development while making a profit. It will be of value to researchers, academics, practitioners, and students in the fields of strategic management, entrepreneurship, management of technology and innovation, and sustainable development.