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Despite the impressive growth of smart city initiatives worldwide, an organizational theory of smart city has yet to be developed, and we lack models addressing the unprecedented organizational and management challenges that emerge in smart city contexts. Traditional models are often of little use, because smart cities pursue different goals than traditional organizations, are based on networked, cross-boundary activity systems, rely on distributed innovation processes, and imply adaptive policy-making. Complex combinations of factors may lead to vicious or virtuous cycles in smart city initiatives, but we know very little about how these factors may be identified and mapped. Based on an inductive study of a set of primary and secondary sources, we develop a framework for the configurational analysis of smart cities viewed as place-specific organizational fields. This framework identifies five key dimensions in the configurations of smart city fields; these five dimensions are mapped through five sub-frameworks, which can be used both separately as well as for an integrated analysis. Our contribution is conceived to support longitudinal studies, natural experiments and comparative analyses on smart city fields, and to improve our understanding of how different combinations of factors affect the capability of smart innovations to translate into city resilience, sustainability and quality of life. In addition, our results suggest that new forms of place-based entrepreneurship constitute the engine that allows for the dynamic collaboration between government, citizens and research centers in successful smart city organizational fields.

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Purpose The debate over intuitive vs analytical decision-making styles began almost 40 years ago and had yet to deliver definite answers. The debate – however – has led to divergent theoretical stances and empirical results. The purpose of this paper is to investigate the role of these information processing styles in customer-related decision-making in the context of mobile technologies. Design/methodology/approach The hypotheses are derived from the contrasting theoretical propositions and empirical evidence present in the debate around decision-making styles. The study also introduces and investigates the moderating role of environmental dynamism (ED). Analyses and results are based on survey research that involves 251 managers with responsibility for organizational decision-making processes. Findings The study’s findings suggest that both intuitive and analytical styles are relevant in the actual context characterized by mobile technologies. Intuition still plays a central role in managers’ decision-making processes, but when the industry environment is highly dynamic analytical information processing also plays an essential role in supporting organizational responsiveness and performance. Practical implications This study can help managers in reconsidering the way in which they employ analytical or intuitive information processing activities inside their decision making at different levels of ED. Originality/value The novelty of this paper relies on testing hypothesis simultaneously developed by both the theoretical stances favorable to intuitive and to analytical information processing. Besides, it tests these hypotheses in the actual empirical context characterized by a transformed scenario in terms of data availability.