Reviews in research are assessments of published material (e.g., literature and news) in a specific domain (e.g., area, outlet, and topic).Among the many types of reviews that exist (e.g., critical reviews and post-published reviews), systematic literature reviews are by far the most informative and scientific, provided that they are rigorously conducted and well justified. Among premier business journals, systematic literature reviews have been omnipresent in leading management journals for decades; however, they are relatively new in top marketing journals.There are numerous evidences to illustrate the acceptance and success of systematic literature reviews as a methodology for and a product of world-class research, which include but not limited to:1. The appearance and proliferation of systematic literature reviews in premier journals. For example, Weingarten and Goodman's (2021) review on experiential advantage in the Journal of Consumer Research and White et al.'s (2019) review on sustainable consumer behavior in the Journal of Marketing. 2. The call for and recognition of systematic literature reviews by editors of premier journals. For example, the Academy of Management Review is a premier journal devoted to review articles, whereas Palmatier et al.'s (2018) editorial statement in the

Purpose-Through the lens of the open innovation model and knowledge-based view (KBV), the present research seeks to investigate three key factors (i.e. cognitive dimensions, the knowledgedriven approach and absorptive capacity) that are likely to determine the preference for informal inbound OI modes. The innovation literature has differentiated these collaborations into informal inbound open innovation (OI) entry modes and formal inbound OI modes, offering an advocative and conceptual view. However, empirical studies on these collaborations are still limited. Design/methodology/approach-Building on the above theoretical framework, the empirical research was performed in two stages. First, data were collected via a closed-ended questionnaire distributed to all the participants from the sample by e-mail. Secondly, to assess the hypotheses structural equation modelling (SEM) via IBM® SPSS® Amos 20 was applied. Findings-The empirical research was conducted on 175 small to medium enterprises in the United Kingdom, suggesting that the knowledge-driven approach is the strongest determinant leading to a preference for informal inbound OI modes. The findings were obtained using structural equation modelling (SEM) and are discussed in line with the theoretical framework. Research limitations/implications-Due to the chosen context and sector of the empirical analysis, the research results may lack generalisability. Hence, new studies are proposed. Practical implications-The paper includes implications for the development of informal inbound open innovation led by knowledge-driven approach. Originality/value-This paper offers an empirical research to investigate knowledge-driven preferences in informal inbound open innovation modes.

PurposeOur paper analyses how a strategy based on the combination of tradition and innovation can offer a competitive advantage to a medium-sized family firm operating in the wine sector. Design/methodology/approachThis research focuses on one case study. The subject of the case study under analysis is Pio Cesare, an internationally recognised fine wine Italian company. FindingsPio Cesare is characterized by a strong combination of tradition and innovation in terms of products and processes. Innovation and tradition are not opposites; on the contrary, a blend of the two has been crucial in achieving and maintaining a sustainable competitive advantage. Research limitations/implicationsThe formalization of an effective blend of tradition and innovation, especially in a family business, and an effective dissemination of the company philosophy to future generations, calls for a more in-depth study. This study has some limitations, which determined by the applied methodology. Multiple case study method would be useful. In relation to the interview technique, we would set out to increase the number of interviews, by also questioning managers and employees working, as opposed to family members. Practical implicationsPractical implications relate to different groups of stakeholders: for owners and management, for investors, for organizations and institutions working on a territory promotion and in the tourism sector, and for politicians and local authorities. Originality/valueIt identifies which business model a family winery business could be adopted in order to manage such strategies of innovation in respect to traditions, filling the gap in the literature.Keywords: wine sector; family businesses; innovation; tradition; territory; cultural identity 2 IntroductionThe wine sector is one of the most representative economic activities in many countries in terms of employment and companies revenues (Bigliardi and Galati, 2013;Giacosa et al., 2014a;Menrad, 2004).Family businesses are common in the wine sector, due to both the tradition of some long-standing family companies (Giacosa et al., 2014b; Contò and Lopez, 2008). A sort of "wine factor" is created (Georgiou and Vrontis, 2012): indeed, the wine represents a set of family values, symbols, and traditions rooted in the area in which the family is based, and more so if the family has a good reputation in the market (Gallucci and Nave, 2012).Although innovation strategy is a critical issue for family businesses (Bresciani et al., 2013; Craig and Moores, 2006), the literature on how family wine businesses approach innovation strategy is rather scarce and the relevance and significance of family businesses to the wine sector requires further, more in-depth studies of all aspects of the business (Contò et al., 2015;Orth et al., 2007). Indeed, a study of the most relevant research databases (Google Scholars, EBSCO) and international journals on family businesses (such as Family Business Review and Journal of Family Business Strategy), reveal a lack of research in i...

No abstract

The literature suggests that increasing investments in information and communication technologies (ICTs), knowledge exchange and sharing help SMEs tackle the current global and dynamic environment. Given that much of the useful knowledge resides outside the enterprises’ boundaries, these technological tools foster the gathering of big data and information. Despite these premises, few studies have considered the role of ICTs and big data in intra‐ and inter‐organizational ties and the consequent effects on enterprises’ innovation performance. The paper investigates whether ICTs oriented to intra‐organizational (in‐house research and development [R&D]) and inter‐organizational (open innovation) processes improve SMEs’ innovation performance. Therefore, via structural equation modelling (SEM), the study analyses a sample of 239 knowledge‐intensive SMEs located in Italy. The noteworthy results are that ICTs oriented to intra‐ and inter‐organizational innovation processes improve both these processes in generating new products and/or services. On this basis, managerial and academic implications are provided, along with avenues for further research.