Purpose The purpose of this paper is to analyze how firms can enhance their innovative capabilities and become more resilient. The current business environment requires a specific type of management for companies to remain competitive and innovation plays a key role in this respect. However, this means that a particular kind of corporate culture must promote innovation in the firm. This innovation culture is likely to be present in innovative companies that have survived in the long term (at least 50 years) and be the source of an adaptive advantage. Design/methodology/approach Using innovative Spanish firms, which were established at least 50 years ago, an exploratory factorial analysis was conducted to verify the existence of an innovation culture. Thereafter, a cluster analysis was undertaken to study differences in performance to be able to detect and identify their adaptive advantage. Findings The findings offer a detailed profile of old and innovative firms created in Spain. Results show that most of the studied firms (88 per cent) have an innovation culture. Furthermore, two separate groups were identified, in which one showed higher profitability and a lower adjustment to an innovation culture, while the other showed the reverse results. This suggests that innovation culture helps companies be more resilient but does not necessarily lead to higher returns. Practical implications Corporate culture is identified as a useful management tool in the search for more resilient enterprises. Specific cultural traits are recommended and a benchmarking tool is applied and made available upon request. Originality/value Although there are a number of studies which consider the concept of adaptive advantage and resilience on the one side, and on corporate innovation culture on the other, this paper seems to be the first to empirically explore the relationship of both these concepts.

Purpose: Airline strategy relies on the competitive environment analysis and the management of resources. Artificial Intelligence (AI) algorithms are being increasingly deployed throughout several industries. COVID-19 has further stressed a sector where firms have historically struggled to sustain profitability.The purpose is to explore the potential of AI applications regarding strategic decision-making in airlines in times of crisis and to depict a roadmap to encourage scholars and practitioners to jointly implement these tools within corporations.Design/methodology/approach: This study firstly reviews the state-of-the-art regarding transport organization trends with focus on airline strategy and finance as well as AI tools, supported by the collaboration of a former airline digitalization strategist. Secondly, the potential of the latter to be applied in those functions is analyzed, considering different Machine Learning (ML) methods and algorithms.Findings: Some applications or pathways are identified as of particular interest for the airlines’ strategic decision-making process. Most of them are based on ML algorithms and training methods that are currently underused or disregarded in certain business areas, such as Neural Network models for unsupervised market analysis or supervised cost estimation.Research limitations/implications: Focus is on airline strategy and finance, keeping engineering or operational applications out of the scope.Practical implications: Proposed guidance may promote the deployment of AI tools which currently lack practical implementation in certain business areas.Social implications: Showcased guidance may revert into a closer collaboration between business and academia.Originality/value: Comprehensive review of current airlines’ strategic levers and identification of promising AI pathways to be further explored.

No abstract

No abstract

There are few studies that provide empirical evidence of the use of crowdsourcing initiatives within public organizations as an element that favors an innovative culture where employees are able to acquire a sense of accomplishment and recognition by presenting new ideas and innovative possibilities and, consequently, help to improve public sector efficiency and deliver new and better-quality services. Through a single case study, the purpose of this chapter is to assess how an internal ideation contest initiative (internal crowdsourcing) in a local government institution—Madrid City Hall (Spain)—can promote intrapreneurship and be a lever for a culture of innovation in public organizations, for which the authors have used the innovation culture model of Rao and Weintraub as a theoretical framework. The results show that through that initiative, Madrid City Hall was able to enable employees' participation, leverage collective intelligence, and definitely stimulate an entrepreneurial spirit within their organization.

Recently, the electricity industry in Spain has experienced a deep transformation, 1 aimed to improve the degree of concurrence between the operating firms. This change must be explained in the framework of the regional integration of markets with an European

Technological disruption and social transformation have gone hand-in-hand in recent decades and caused radical changes in the viability of business strategies. This continuous change, happening with unprecedented speed, forces organizations to consider being part of new collaborative value creation networks, such as digital business ecosystems (DBEs). Although scholars have analyzed DBEs from different perspectives since its emergence over a decade ago, DBE research lacks its own theories. Through a single case study, the purpose of this study is to identify the main components and its relationships of the DBE of the Spanish instant mobile payment solution Bizum, under the Modularity Theory developed by Baldwin (2020a). The findings show that technology shapes the ecosystem and helps to create superior digital value as an instrument to solve technical or strategic bottlenecks. The main contribution of this study is that this theory can be considered as a first step for a DBE-specific theorisation.