Circular Economy has undoubtedly become one of the hot topics in public debates about new and more sustainable industrial paradigms and strategies. In this respect, the fashion of Circular Economy is in the fact that it aims at overcoming the dominant linear take, make, disposal economy model, i.e. "a traditional open-ended economy model developed with no built-in tendency to recycle, which is reflected by treating the environment as a waste reservoir" (Su, et al., 2013). Circular Economy, indeed, bases on the establishment of closed production systems, where resources are reused and kept in a loop of production and usage, allowing generating more value and for a longer period. Despite the interest for Circular Economy by politicians and practitioners, scholars, particularly in the strategic management field, are still struggling with a lack of a framework explaining how companies willing to become circular adapt their existing business model or create a new one. By extensively reviewing, through the lens of business model literature, the extant contributions on Circular Economy, we propose a taxonomy of Circular Economy Business Models based on the degree of adoption of circularity along two major dimensions: (i) the customer value proposition & interface, i.e. the implementation of the circularity concept in proposing value to customers; (ii) the value network, i.e. the ways through which interacting with suppliers and reorganizing the own internal activities. The taxonomy is then initially tested through some explorative case studies, showing in practice the ability of the framework to properly distinguish different modes of adoption of Circular Economy.

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Open Innovation has been one of the most-debated topics in management research in the last decade. Although our understanding of this management paradigm has significantly improved over the last few years, a number of important questions are still unanswered. In particular, an issue that deserves further attention is the anatomy of the organizational change process through which a firm evolves from being a Closed to an Open Innovator.

Scientific and technological knowledge is considered the most important raw material for economic growth. The attention on the exploitation of public research, undoubtedly one of the main sources of new scientific and technological knowledge, has increased in recent years. After reviewing some concepts regarding the exploitation of public research results, the paper focuses on the analysis of academic spinoff companies as one of the most promising ways to transfer research results to the market place. The phenomenon of academic spin-off companies is described using both international evidence and a recent survey regarding 48 Italian spin-off companies.

Commercialization is known to be a critical stage of the technological innovation process, mainly because of the high risks and costs that it entails. Despite this, many scholars consider it to be often the least well managed phase of the entire innovation process, and there is ample empirical evidence corroborating this belief. In high-tech markets, the difficulties encountered by firms in commercializing technological innovation are exacerbated by the volatility, interconnectedness, and proliferation of new technologies that characterize such markets. This is clearly evinced by the abundance of new high-tech products that fail on the market chiefly due to poor commercialization. Yet there is no clear understanding, in management theory and practice, of how commercialization decisions influence the market failure of new high-tech products.Drawing on research in innovation management, diffusion of innovation, and marketing, this article shows how commercialization decisions can influence consumer acceptance of a new high-tech product in two major ways: (i) by affecting the extent to which the players in the innovation's adoption network support the new product; (ii) by affecting the post-purchase attitude early adopters develop toward the innovation, and hence the type of wordof-mouth (positive or negative) they disseminate among later adopters. Lack of support from the adoption network is found to be an especially critical cause of failure for systemic innovations, while a negative post-purchase attitude of early adopters is a more significant determinant of market failure for radical innovations.There follows a historical analysis of eight innovations launched on consumer high-tech markets (Apple Newton, IBM PC-Junior, Tom Tom GO, Sony Walkman, 3DO Interactive Multiplayer, Sony MiniDisc, Palm Pilot, and Nintendo NES), which illustrates how commercialization decisions (i.e., timing, targeting and positioning, interfirm relationships, product configuration, distribution, advertising, and pricing) can determine lack of support from the innovation's adoption network and a negative post-purchase attitude of early adopters.The results of this work provide useful insights for improving the commercialization decisions of product and marketing managers operating in high-technology markets, helping them avoid errors that are precursors of market failure. It is also hoped the article will inform further research aimed at identifying, theoretically and empirically, other possible causes of poor customer acceptance in high-tech markets.

Digital transformation has undoubtedly become a key enabler of innovation as evidenced by the numerous firms that use digital technologies to manage their innovation processes. This issue is even more relevant today when innovation processes have become more open and require greater resources in the different implementation phases to capture and transfer knowledge within and outside the firm's boundaries. This implies additional challenges in managing the increasing amount of knowledge and information flows. Accordingly, digital technologies can be used and implemented to manage open innovation processes through easier access and sharing the knowledge created and transferred. Nevertheless, literature in these fields does not provide a structured view of how and why digital technologies are used to manage innovation processes in an open perspective. This paper aims to bridge this gap by adopting the theoretical lenses of change management to identify the managerial actions at organizational and process level that companies perform to implement digital technologies in their open innovation processes. Accordingly, the paper investigates how and why these managerial actions required for and enabled by digital technologies help firms to develop and nurture open innovation. From an empirical point of view, the exploratory multiple case study analyzes nine firms operating in different industries and varying in size, market share, and organizational structure. Selecting a reliable sample of digital technologiesStarting from the above premises, and due to the high number of contributions that is proliferating in this field of study, we were asked to cluster and summarize the key themes related to the main digital technologies used by companies to nurture their innovation activity. Accordingly, we conducted a systematic 137The role of digital technologies in open innovation processes