Purpose This study aims to understand if and how European digital innovation hubs (DIHs) filling the role of knowledge brokers (KBs) can support the digital transformation (DX) of small and medium-sized enterprises (SMEs) by triggering open innovation (OI) practices. Design/methodology/approach After presenting a conceptual model of reference, a survey and a subsequent in-depth interview were conducted to capture evidence from Italian DIHs. These structures were selected for their growing importance, as confirmed by the National Plan for Industry 4.0. Findings The findings highlight that Italian DIHs act not only as KBs but also as knowledge sources that give rise to a digital imprinting process that is able to shape the DX of SMEs. Originality/value Research on knowledge sharing and OI has mainly focused on large firms. The study covers the gaps identified in the literature by considering the role of KBs in enabling SMEs to embrace DX.

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An unpredictable shock hit the Italian economy in February 2020 when the spread of the COVID-19 virus began in Italy and other countries worldwide. In this context, Industry 4.0 (I4.0) technologies can be a fundamental tool for economic recovery by favouring the shift towards sustainable manufacturing. Therefore, it is necessary to measure the readiness of countries for I4.0 in order to guide policies in defining incentives to promote I4.0 and unlock its potential in the pandemic era. In this context, the paper aims to understand the readiness and responsiveness of the Italian Regions with respect to I4.0 concepts prior to the pandemic and identify best practices that are supporting companies in I4.0 adoption, with a focus on those incentivizing sustainable practices. An assessment framework before the pandemic is provided based on two dimensions: the readiness of firms to invest in I4.0 and favourable structural conditions. The assessment shows a group of alert regions as opposed to a group of unprepared, mostly linked Northern and Southern differences. Assuming that the “alert regions” are more likely to effectively manage and overcome the post- COVID-19 crisis, we provide a picture of how the Italian Regions have sought to encourage the adoption of digital technologies to improve resilience after the shock. The analysis shows that supporting measures mainly address Small and Medium-sized Enterprises. Furthermore, the tenders encouraging the adoption of I4.0 suggest that collaboration among stakeholders will become imperative.

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The article aims to shed light on why and how Smart Specialization Strategies in European countries can promote the development of Industry 4.0 actions in the next programming period 2021–2027. Smart Specialization Strategies could hold a strategic function in the adoption of Industry 4.0 by supporting technological innovation based on the potential of each territory. An integration of Smart Specialization Strategies and Industry 4.0 could be achieved by leveraging on the common collaborative approaches of the two policies, which call for the involvement of multiple stakeholders in their definition and implementation, as national and regional institutions, academia, firms and user. In order to identify enablers that can favour the integration of the two policies, empirical evidence is retrieved from selected technical reports, events and news press from the Smart Specialization platform. Based on the findings, future directions for guiding the revision of the Smart Specialization Strategies towards effectively embedding Industry 4.0 are presented.

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Purpose:The paper proposes an original conceptual model for designing a simplified Activity-Based Costing (ABC) approach for Small and Medium-sized Enterprises (SMEs) by focusing on the transport sector. Design/Methodology/Approach: The model is designed starting from the distinctive characteristics of the SMEs' collaborative culture. The approach is then tested in the case of an Italian small-road company. Findings: The simplified ABC, which was gradually introduced in the SME, allowed the firm to gain confidence with the costing system. Moreover, the discussion of the results led to identifying the main areas to improve. Practical Implications: Costing systems based on collaboration can lead to operational improvements in SMEs operating in dynamic and competitive sectors as transport. Moreover, advanced technologies may hold a crucial role for their development. Originality/Value: Not much research has considered collaboration as a driver for introducing ABC in SMEs. The paper contributes to the literature on simplified managerial approaches, suggesting trends for future research.

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