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The purpose of this paper is to introduce a new perspective on ambidextrous innovation orientation looking at how the current digital transformation is accepted in the fashion industry in Italy. Precisely, the objective of the paper is to test whether the use of social media platforms positively influences ambidextrous innovation orientation in fashion companies.

Empirical quantitative research was carried out on a sample of 853 small- to medium-sized enterprises (SMEs) operating in the fashion industry in Italy. Using a logistic regression methodology, four hypotheses were tested to verify the correlation of four dimensions of social media platforms with an ambidextrous innovation orientation among fashion firms.

The four hypotheses were validated: the structural dimension, the relational behaviour dimension, the cognitive dimension and knowledge transfer practices of social media platforms were proven to positively influence ambidextrous innovation orientation in fashion firms.

Though this is one of the few research studies that offers a quantitative analysis in this field, it could be further developed, for instance by extending the sample of firms to SMEs operating in other countries or by comparing multinationals with SMEs.

This paper provides an original contribution to studies on the use of social media to promote ambidexterity in firms, which has only been studied to a limited extent in the extant literature. From this perspective, the originality of the study is further strengthened by the unique context of analysis, namely, the fashion industry in Italy.

A paucity of studies has used a microfoundation lens to examine servitization processes in internationalized knowledge-intensive business service (KIBS) companies. The research aims to bridge this gap by considering knowledge sharing as a form of both codified knowledge and informal feedback knowledge; it also assesses whether the adoption of knowledge transfer and translation practices in a servitization process positively moderates the effect of knowledge transformation on knowledge sharing for internationalized KIBS companies.

By adopting a microfoundation lens, the research offers an empirical analysis to identify the relations between codified and tacit knowledge in servitization processes within internationalized KIBS companies. The study is based on 326 respondents from 30 KIBS companies. A multiple regression analysis was used for hypotheses testing.

The authors found significant relations among the use of electronic documents in the servitization process (formal codified knowledge), personal advice in servitization (informal feedback knowledge) and knowledge sharing in internationalized KIBS companies. Findings also support the indirect effect assumed in the hypothesis between knowledge transformation and knowledge sharing in internationalized KIBS companies, which is positively moderated by the adoption of cross-cultural knowledge practices in the servitization process.

To the best of the authors’ knowledge, this research provides the first conceptual model of the use of a microfoundation lens to examine knowledge sharing in internationalized KIBS companies. The micro level features individual knowledge sharing in the servitization process, while the meso level focuses on knowledge transformation in KIBS companies and the adoption of knowledge transfer and translation practices in the servitization process.

The Journal of Intellectual Capital (JIC) is one of the leading academic journals in the field of business and management, with an impact factor of 3.744, according to Journal Citation Reports from Clarivate Analytics, 2019. This study reports the results of a content analysis of the JIC articles that have been published since the journal was founded in 2000, in order to highlight its significant contribution and identify potential future research avenues within the business and management field.

Scopus database, complemented by the Web of Science (WOS) Core Collection, was used. Furthermore, this study graphically maps over 20 years' worth of bibliographic material, using the visualization of similarities (VOS) to present an overview of the journal and identify future research avenues.

The paper provides an overview of a total of 700 articles and editorial notes, authored by leading authors from various universities, as well as collating the research themes explored during the 20 year period between 2000 and 2019. The prestigious positioning of this journal is evidenced both through the increasing number of citations received from other highly regarded journals and through its impact upon the establishment of new streams of research.

By applying a bibliometric analysis, this paper offers an overview of past and current themes on intellectual capital (IC).

This article delivers an in-depth and rigorous analysis of the fields and research streams interrogated by the JIC over the last 20 years and offers potential topics for future research, which could stimulate authors and inspire advancements in research for years to come.

By using the lens of knowledge-based view (KBV) and focusing on individual loci of knowledge, the present study addresses whether marketing knowledge management (MKM) is rooted in individual dynamic capabilities (DCs) and consequently whether it has a close relationship with the three main DCs, namely, the ability to solve a problem (substantive capability); the adaptation to rapid changes (adaptative capability); and the ability to change the way individuals solve problems (change capability).

The present study aimed to examine the effects of MKM (the quantitative variable) on DCs (the quantitative variables). Drawing on the relevant literatures, the researchers have developed a model that defines the subjects of the empirical test. To do this, the authors opted for a hypothetico-deductive approach, which is commonly used in quantitative studies. The empirical analysis involved a linear regression and a sample of 105 managers of Italian companies operating in the knowledge intensive sector.

Substantive, adaptive and change capabilities were all positively correlated with MKM. The results indicate the significant need for individual DCs to improve business performance in terms of creativity, innovation, and flexibility in response to market changes.

The authors show that individual MKM has a strong relationship with individual DCs when the employees have the capacity to solve problems, adapt, and change. In turn, managers are strategically creative and imagine future possibilities in the international marketing sphere. This includes procedures and routines to learn in local markets. The study also stresses the fact that individuals represent the primary loci of knowledge.

This paper aims to investigate three key factors (i.e. cognitive dimensions, the knowledge-driven approach and absorptive capacity) that are likely to determine the preference for informal inbound open innovation (OI) modes, through the lens of the OI model and knowledge-based view (KBV). The innovation literature has differentiated these collaborations into informal inbound OI entry modes and formal inbound OI modes, offering an advocative and conceptual view. However, empirical studies on these collaborations are still limited.

Building on the above-mentioned 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. Second, to assess the hypotheses, structural equation modelling (SEM) via IBM® SPSS® Amos 20 was applied.

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 SEM and are discussed in line with the theoretical framework.

Owing to the chosen context and sector of the empirical analysis, the research results may lack generalisability. Hence, new studies are proposed.

The paper includes implications for the development of informal inbound OI led by knowledge-driven approach.

This paper offers an empirical research to investigate knowledge-driven preferences in informal inbound OI modes.

This paper aims to investigate the relationship between the level of subsidiaries’ internal and external relational embeddedness and the degree of subsidiaries’ knowledge transfer. More specifically, the aim is to explore dual embeddedness of subsidiaries involved in the knowledge transfer process within multinational corporations’ (MNCs) network.

The authors empirically analyse 165 European subsidiaries to demonstrate the crucial role of dual relational embeddedness in the transfer of knowledge within MNCs. Data were collected via a close-ended questionnaire and processed through an ordinary least squares regression model.

Results show that internal embeddedness directly and positively influences the degree of subsidiaries’ knowledge transfer, whereas external embeddedness does not. Notwithstanding, a higher level of both types of embeddedness – known as dual embeddedness – generates multiplicative and positive effects on the degree of subsidiaries’ knowledge transfer.

Best practices and relevant knowledge follow a reverse transfer of knowledge from the subsidiaries to the internal MNC network that is facilitated by the relational embeddedness of subsidiaries. This has resulted in developing a dual embeddedness, which introduces new routines and scripts, as well as more relational links.

The research emphasises the relevance of the knowledge transfer process in multiple directions, evoking the central role of dual-embedded subsidiaries.

Entrepreneurial knowledge spurs innovation and, in turn, generates a competitive advantage. This paper aims to explore if entrepreneurial knowledge combined with the attitude to innovate can overcome the key “imperfections” of the innovation process generated by dynamic, current technological progress in the knowledge-intensive sector. The “imperfections” identified in risk management, asymmetric information in the knowledge management process and hold-up problems can all disrupt collaborative partnerships and limit opportunities for innovation.

A theory-building approach is applied which offers a case study analysis of two small- to medium-sized enterprises (SMEs). These two SMEs operate in Europe but in two different territories: the UK and Italy. The study explores three key imperfections, risk management, asymmetric information in the knowledge management process and hold-up problems, which occur in the innovation process.

The entrepreneurs face these imperfections by adopting an open innovation model. Notwithstanding, both entrepreneurs had to deal with all “imperfections”, and their skills, attributes, attitude and aptitude allowed them to grow their business and continually develop new products. Therefore, the imperfections do not limit the innovative capacity of an entrepreneur but rather enhance their challengeable attitude. In this regard, the case studies induce a further analysis on entrepreneurial knowledge intertwined with entrepreneurial risk management and networking skills.

The empirical significance of the two cases does not allow theorisation. However, this research offers interesting results which can be strengthened by a comparative case study with other countries or deeper investigation by applying a quantitative approach.

By leveraging entrepreneurial knowledge, the imperfections noted in the innovation process can be overcome. Entrepreneurial knowledge is recognised as the main asset of an enterprise if it is combined with external talent or human resources. Entrepreneurs aim to develop innovative approaches and ideas through establishing both formal and informal collaborative partnership relationships which are used thanks to the entrepreneurs’ networking skills, knowledge and abilities.

This paper conceptually aims to discuss the dual role of knowledge management (KM) and technological innovation, which brings about innovations, although it can be limited by psychological and emotional ownership.

This study examines the real impact of the paper on KM and technological innovation in family small to medium enterprises (FSMEs). This is a unique context affected by psychological and emotional ownership. However, COVID-19 has forced FSMEs to consider new strategies and practices to preserve their competitive advantage.

In this scenario, knowledge exchange, knowledge absorption and technology adoption appear relevant to the innovation process. This study offers a framework for how the duality of KM and technological innovation affects innovation.

Although extant research has explored technological innovation outcomes, a literature review reveals that accumulated studies on the drivers of technological innovation and KM in the context of FSMEs require further inquiry. Family members’ emotional ownership may foster KM because identification with organizational goals enhances individuals’ willingness to access and share information and stimulates new products and technological development.