Open Innovation for sustainable transition: The case of Enel “Open Power”

Lippolis, Stella; Ruggieri, Angelo; Leopizzi, Rossella

doi:10.1002/bse.3361

Cited by 18 publications

(6 citation statements)

References 81 publications

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“…Several studies investigated the sustainability practices and the impact these have on ESG performance [86,87,90,91]. Some studies evidenced that circular economy [68,69,74] and technological innovations [70][71][72] are essential to supporting utility companies' change from traditional business models to sustainable business models [2]. However, the importance of investing in new technologies has been stressed in the energy and waste sectors more than in others.…”

Section: Discussionmentioning

confidence: 99%

“…However, sustainable technologies have not yet reached mass markets and remain confined to niche ones, as they are economically attractive but are difficult to commercialize [71]. Recent studies have stressed the importance of open innovation in sustainability, paving the way for changes in companies' future business models [72].…”

Section: Practices For Sustainability: the Relevance Of The Circular ...mentioning

confidence: 99%

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How Is the Utilities Sector Contributing to Building a Sustainable Future? A Systematic Literature Review of Sustainability Practices

D’Amore,

Testa,

Lepore

2023

Sustainability

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Utilities have a key role in the transition to a more economically and socially sustainable future. Driven by pressures from investors, regulators, government and society, companies across all sectors are setting bold ambitions for sustainability. However, they strongly depend on the utility industry meeting their own sustainability goals. Despite the relevance of their role, the determinants and obstacles to the adoption of sustainability practices by utility companies have been little investigated by scholars. This article aims to bridge this gap through a systematic literature review of 72 articles published from 1990 to 2023 in the accounting and management fields. After the analysis of bibliometric data and keywords used for science mapping, this study developed an in-depth review of the literature. Five different clusters, corresponding to the main research topics on which management and accounting literature has focused over the last 30 years, were identified. The results highlight that the expanding regulation and institutional pressures coming from governments, financial investors, consumers and society represent the primary factors that are driving utility companies toward sustainability. However, there are still several obstacles preventing utility companies from radically changing their business models, including the high costs associated with the technological and process innovations required. This study offers theoretical and practical contributions and policy implications. It contributes to systematizing literature on this topic, evidencing existing gaps and future research guidelines. It also outlines some managerial propositions that may be useful for practitioners, governments and policymakers.

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Section: Discussionmentioning

confidence: 99%

Section: Practices For Sustainability: the Relevance Of The Circular ...mentioning

confidence: 99%

How Is the Utilities Sector Contributing to Building a Sustainable Future? A Systematic Literature Review of Sustainability Practices

D’Amore,

Testa,

Lepore

2023

Sustainability

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“…Stakeholder engagement can support organizations identify sustainability challenges and opportunities, co-create innovative solutions, and enhance trust and legitimacy among their stakeholders. In this view, combining the pillars of CSR (Carrol, 1979, Schwartz, 2011 and the perspectives of creating shared value, a model of sustainable strategic innovation emerges, which is founded on a collaborative approach necessary to consolidate sustainable relationships (Freeman, Harrison & Wicks, 2007;Lippolis, Ruggieri, & Leopizzi, 2023).…”

Section: Openness and Shared Value For Sustainability-oriented Innova...mentioning

confidence: 99%

“…As highlighted by the most recent literature on the subject, the dynamics of stakeholder engagement with a view to openness and to creating shared value play a key strategic role in enhancing sustainability-oriented innovation processes (Chaurasia, Kaul, Yadav & Shukla, 2020;Camilleri et. al, 2023;Lippolis et al, 2023). In fact, sustainability-oriented innovation (SI) (Klewitz & Hansen, 2013;Adams, Jeanrenaud, Bessant, Denyer & Overy, 2016;Bogers, Chesbrough, & Strand, 2020;Bigliardi & Filippelli, 2022;Markovic, Bagherzadeh, Barkemeyer & Samara, 2023) is a concept that refers to the integration of environmental, social and economic aspects in the process of developing and implementing new ideas, products, services or business models and can occur at different levels, from individual to organizational and systemic, without neglecting their interconnections (Kimpimäki et al, 2022).…”

Section: Sustainable Practicesmentioning

confidence: 99%

Openness, Innovation, and Sustainability in Museum Organizations

Ruggieri¹,

Lippolis²

2023

IJBM

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Over the last few decades, social, economic, and technological changes have gradually contributed to modifying the core concept of museum organizations, towards their active involvement in the process of social innovation and territory growth, in accordance with the instances of sustainability. This study investigates how strategic innovation, based on the implementation of an open and sustainable museum model, as a driver of social and civic innovation, can enhance the development of the reference community. To this end, after analyzing the concept of sustainability-oriented innovation in the perspective of openness and shared value, the research investigates the role of sustainability and its specific declinations in museum management, focusing the attention on the experience of the Italian museums in the light of a substantial revision of organization due to a reform in 2014. The theoretical framework is then applied to a case study, the National Archaeological Museum of Taranto “MArTA”, in order to verify the nature and impacts of changes in the museums that take a sustainability-oriented path through strategic and technological innovation. The study provides evidence of the joint and interdependent role of openness, innovation, and sustainability as key drivers in the museums with particular reference to practices adopted to encourage stakeholders’ engagement and to contribute to social, economic, and cultural development.

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“…Learning organizations prioritize employee development and engagement, fostering a workforce that is equipped to deliver high-quality services and adapt to the evolving needs of digital transformation (Acevedo & Diaz-Molina, 2023; Othman & ElKady, 2023). By embracing the principles of a learning organization, HR departments can enhance their service quality, responsiveness, and effectiveness in supporting employees throughout the digital transformation journey (Lippolis et al, 2023;Maguatcher & Ru, 2023).…”

Section: Introductionmentioning

confidence: 99%

Adopting a Learning Organization Perspective for Improving Human Resources Service Quality During Digital Transformation

Hashim Alzadjali,

Jibolu Adedeji,

Mohammad Jamil Adwan

2023

Journal of Chinese Human Resources Management

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The study examined the relationship between adopting a learning organization perspective for improving HR service quality during digital transformation (d-HRM) and its impact on employee performance and HR service quality (QHRS). The analysis utilized a dataset with valid and reliable measurements. The d-HRM variable consisted of nine items, with satisfactory item loadings above 0.60, except for one item (d-HRM4) that was excluded due to a low loading value. The most influential item in forming the d-HRM variable was d-HRM7. The d-HRM variable demonstrated good internal consistency (Cronbach's Alpha=0.913), Composite Reliability (0.929), and Average Variance Extracted (0.621). The QHRS variable excluded two items (QHRS1 and QHRS2) and exhibited satisfactory reliability (Cronbach's Alpha=0.795), Composite Reliability (0.866), and AVE (0.618). The employee performance (EP) variable showed good internal consistency (Cronbach's Alpha=0.836), Composite Reliability (0.883), and AVE (0.603), with EP2 being the most influental item. The study found that 67.5% of the variance in employee performance and 61.2% of the variance in QHRS were determined by d-HRM. The remaining percentage suggest that there are other variables influencing both employee performance and HR service quality. No significant issues with multicollinearity were observed (VIF<10). The model met the eligibility requirements based on the Goodness of Fit test. The discriminant validity testing indicated that the overall validity of the variables exceeded the threshold of 0.60. The results supported the hypotheses, demonstrating significant positive influences of d-HRM on employee performance and QHRS through both direct and indirect relationships. The direct impact of d-HRM on QHRS was found to be the most influential. These findings contribute to understanding the role of a learning organization perspective in enhancing HR service quality during digital transformation and its impact on employee performance.

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Open Innovation for sustainable transition: The case of Enel “Open Power”

Cited by 18 publications

References 81 publications

How Is the Utilities Sector Contributing to Building a Sustainable Future? A Systematic Literature Review of Sustainability Practices

How Is the Utilities Sector Contributing to Building a Sustainable Future? A Systematic Literature Review of Sustainability Practices

Openness, Innovation, and Sustainability in Museum Organizations

Adopting a Learning Organization Perspective for Improving Human Resources Service Quality During Digital Transformation

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