Governance in family businesses is a relatively recent research topic in the field of management studies. Much research has sought to shed light on the factors that shape the relationship between governance structures and corporate strategies. Nevertheless, very little research has specifically addressed the relationships between the configuration of the Board of Directors and the firm's willingness to carry out innovative strategies. Our study aims to shed light on the relationship between the corporate governance structures and the pace of innovation within family SMEs. Evidence from three family-owned SMEs located in Tuscany (Italy) highlights that a traditional type of governance structure can co-exist with the search for innovative strategies and that the intensity of the innovation processes may not be tied to the Board's composition.

Digit(al)isation of Cultural Heritage is a multidimensional process that helps in the rescue of European Cultural Identity, and the paradigm of Digital Cultural Heritage (DCH) is a valid instrument for social and cognitive inclusion of museum visitors. In light of disseminating and validating new paradigms for the enjoyment and exploitation of Cultural Heritage (CH) artifacts, this chapter shows main first results from CIVITAS (ChaIn for excellence of reflectiVe societies to exploit dIgital culTural heritAge and museumS). The project develops virtual/augmented environments, through the multisensorial interaction with virtual artworks, to satisfy needs and overcome limitations in a larger CH scenario, applying a bottom-up approach. The research presented show a robust and interdisciplinary approach applied to Ducal Pace at Urbino: key activities and faced challenges demonstrated to test cross-fertilization strategies, involving multilayered issues.

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This paper aims to shed light on the link between digitization processes and competitive strategies in Italian museums. It is also addressed to understand how digital skills, held by the museum, do affect the organization's capability to match technological innovation and strategy. In line with the exploratory nature of research, we have adopted the multi-case study approach. Three of the main Italian museums, selected through a convenient sampling, which considers the historical-architectural importance of the site and the collections housed in it, have been investigated through semi-structured interviews and document analysis. Cases show how digitization processes are mainly driven by museums' accessibility to technical skills, as well as by the novelty character of digital innovations available. This often brings to underestimate the required alignment between digital contents, digital skills held by the cultural organizations, and types of users. We believe that our research can contribute to a clear acknowledgement of issues concerning the digitization process by managers of the Italian museums, hence leading to adoption choices that keep into account strategic and organizational aspects, besides the technical ones.