Smart Agriculture and 4.0 technologies have brought several benefits to agricultural small and medium enterprises (SMEs). Nonetheless, the penetration of such digital technologies is still poor and slow. This study addresses the issue and provides some insights on the reasons related to the still limited adoption of 4.0 technologies within agricultural SMEs. Authors do not simply focus on the adoption per se, but rather devote attention to the SMEs owners/managers' subjective perception of the opportunity behind the technology adoption, and of the incentives or constraints given by the external environment as well as the organizational capabilities as embedded in the owners/managers' skills and organizational routines. Authors analyze data collected by surveying 96 Italian agricultural SMEs owners/managers, and empirically confirm the relevance of managerial capabilities, managerial cognition, and managerial perception of the external environment for the adoption of 4.0 technologies in agricultural SMEs. The results of this research support the conclusion that organizational capabilities related to the search for evidence-based knowledge by the SME's decision-maker are crucial for the technology's adoption. In addition, we show the statistical significance relevance of the managerial perception of technological usefulness and of the availability of a supporting business environment either in the form of professional services or institutional support, on the technology's adoption. The article ends by discussing the results and highlighting relevant managerial implications.

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Previous research has shown the importance of individual learning goal orientation for both job and task performance and consequently organizational performance. Despite its importance, knowledge on the antecedents of learning goal orientation remains scarce, especially in the context of self‐managing team‐based organizations. In fact, most of the research on goal orientation antecedents has been focused on individual characteristics, belief, and ability, while the contextual factors that might influence them remain unspecified. We build on and further extend earlier studies by jointly exploring the role of individual and contextual factors affecting individual learning orientation. In particular, this study combines individual informal social network, self‐efficacy, performance feedbacks, and team identification into a model that explains individuals' learning goal orientation within self‐managing team‐based organizations. The model was empirically tested on a sample of 104 individuals belonging to an R&D organization relying on self‐managing teams. Results show that performance feedback has a negative direct effect, while team identification has a positive direct effect on individual learning goal orientation. In addition, we found that individual self‐efficacy is a mediator of the relationships between performance feedback and brokerage in the advice network and individual learning goal orientation. Finally, we did not find a relationship between centrality in the friendship network and individual learning goal orientation.

The Cultural and Creative Cities Monitor (CCCM) is a valuable tool to measure and compare European cities’ cultural and creative vitality. It addresses three dimensions: the presence of cultural venues and facilities (i.e., Cultural Vibrancy); the jobs and innovations connected to the so-called creative industries (i.e., the Creative Economy); and the enabling conditions for culture and creativity diffusion: human capital, diversity, trust and openness, international accessibility, and connectivity (i.e., an Enabling Environment). Comparing and ranking cities on these different dimensions offer policymakers the possibility of developing strategies related to their development (Montalto et al., 2019). However, as is recognized in the report presenting the CCCM, significant methodological limitations exist. They are related to both the tool and the potential behavioral implications it generates (JRC-OECD Handbook, 2008) and to the difficulties with addressing a multifaceted phenomenon with scant data, which offer limited opportunities to adequately measure cultural and creative cities (Van Puyenbroeck et al., 2021). In this paper, we integrate the CCCM framework to propose a spatially contextualized application at the city level as a tool to support policymakers’ understanding of the potential role of cultural and creative organizations in city development (Soini and Dessein, 2016). We, therefore, build our arguments on a recent stream of research showing the importance of the spatial dimension to understand the relevance of cultural and creative industries within a context and inform decision-makers (Boal-San Miguel and Herrero-Prieto, 2020). This spatial dimension is even more important at the city level, where public, private, and non-profit organizations interact to execute culture-led policies (Bonet and Négrier, 2018). In this case, the location of specific organizations may be critical in offering opportunities at the neighborhood level, paving the way to space-driven local level policies (e.g., the 15 min walking strategy; see e.g., Pisano, 2020).

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