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Companies innovate the value proposition by integrating social and business issues to balance value across multiple actors, thus ensuring the creation of socialbusiness value. Social-business innovation requires that multiple actors come together to align perceptions and expectations and create shared meaning for the development and diffusion of innovation. The debate on the diffusion of social-business innovation is still in its infancy. This paper focuses on the communication practices of social-business innovation, aiming to analyse this participative process through three main issues: 1) the actors to be involved; 2) the goals to be achieved; 3) the actions to be performed. Specifically, we investigate the efforts of B-Corps to address social challenges by adopting a practice-based approach.

The digital transformation is also taking place in the cultural heritage sector. For it to be effective, there is a need for a structured innovation plan. At the same time, the cultural start-up phenomenon is also becoming increasingly popular among management scholars. The author will focus on the concept phygital, understood as the exploitation of technology to build a bridge between the physical and digital world, reconnecting it to the concept of cultural start-up with the aim of contributing to a reference literature that is not yet much robust. The analysis of the case studies of the selected cultural startups brings out that museums, event organizations, cultural tourism, and archaeological sites management companies are devising increasingly captivating formulas such as those “phygital.” Some theoretical implication include focus on the customer hyper-connected, assessment on increasingly close (sometimes symbiotic) relationship with technology, and, thanks to it, to live in two worlds at the same time, the physical one and the other digital.

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