Papers by Gianmario Verona
Sinergie Italian Journal of Management
Sinergie Italian Journal of Management has been at the forefront of the academic debate regarding... more Sinergie Italian Journal of Management has been at the forefront of the academic debate regarding the role of intangible resources in the value creation processes of firms and other stakeholders for a long time. The Journal systematically collected the studies of those Italian management scholars whose interests were associated with the international research tradition that was rooted in the resource-based view of the firm and then evolved within the broad theoretical frameworks of dynamic capabilities and the knowledge-based view of organizations. The Special Issues n. 29 in 1992 and n. 51 in 2000 are two bright examples of such a contribution. For this reason, we felt honored to be invited to serve as Guest Editors for this Special Issue, which has the main goal to provide further evidence of the liveliness and relevance of such a research tradition in 2022. There is also a personal reason that makes such a feeling even stronger: we Guest Editors have been introduced and guided in our research on the intangible resources of the firm by our common mentor, our maestro Salvio Vicari. We accepted the invitation by Sinergie as a way to celebrate Salvio Vicari's outstanding scholarly career in the year of his retirement. Salvio Vicari has contributed to the academic debate on intangible resources since the very beginning and with many studies that marked the evolution of such a debate as milestones. Two of them are the essay Risorse aziendali e valore, included in the 1992 Special Issue, and the Guest Editorial of the 2000 issue. In these studies-where he detailed some of the theses that had been advanced in his most distinctive and insightful theoretical work, L'impresa vivente, published in 1991-Vicari underlined that a firm could only function if it is able to generate and activate new knowledge. He also advanced that part of such knowledge resides in a firm's cognitive schemes, whereas other parts reside in the cognitive schemes of external actors (customers, suppliers, partners etc.) that require trust to be activated. Therefore, knowledge and trust are the fundamental resources for the functioning of a firm, and for its evolution and survival. With the aim to nurture the research stream on intangible resources and to celebrate Salvio Vicari, we, in collaboration with Sinergie's Editorial Team, have decided to devote this Special Issue to knowledge and trust in today's business environments, which are characterized by the huge availability of data and a variety of data-related technologies. In the call for papers, we stated that the goal of this Special Issue is to investigate how knowledge and trust can be developed, employed, diffused, and protected in business ecosystems, where data are the main asset for several actors. We are proud to present six high-quality papers from scholars affiliated to various Italian universities who have investigated these
3 Strategies for Rolling Out New Tech Within Your Company
Harvard Business School Publishing, Aug 5, 2021
La nuova impresa digitale
Egea, 2018
Dove l’innovazione meno te la aspetti
La multidimensionalità della definizione di nuovo prodotto: concettualizzazioni teoriche e rappresentazioni manageriali
La difesa e lo sviluppo della marca. Una ricerca empirica nella prospettiva del Resource-Based Management
How EU Telco Operators did not Bite the Dust: A Model of Capabilities Evolution
Academy of Management Proceedings, 2018
Il ruolo dei broker tecnologici: Un’analisi esplorativa
Sharing economy. Sfida a tutto campo
Electronic Markets, 2016
Collaborare con i clienti per innovare
La rete e il mondo dello sport: evidenze dal settore del calcio
A dynamic model of customer stickiness to sustain competitive advantage in the frictionless economy
Overcoming the inertia of organizational competence: Olivetti’s transition from mechanical to electronic technology
Industrial and Corporate Change, 2017
This historical case study of Olivetti, the Italian office products firm, argues that technologic... more This historical case study of Olivetti, the Italian office products firm, argues that technological competence becomes socially embedded in a firm over time as it is legitimized, backed by powerful agents, and supported by resource allocation. Paradoxically, these three building blocks of a competence—legitimacy, power, and resources—both promote inertia and enable change. Inertia can be overcome when firms employ three levers of transition: organizationally separating an emerging technology to protect it, co-opting legitimacy by using the new technology to serve the incumbent technology, and diverting resources for the emerging technology’s development. Over time, the emerging technology achieves enough legitimacy, power, and resources in the firm to overtake, and ultimately displace, the incumbent competence. We develop an integrative model of technology transition that contributes to literature on resources, dynamic capabilities, competence-destroying change, and ambidexterity.
Marketing e strategia
Economia Management La Rivista Della Scuola Di Direzione Aziendale Dell Universita L Bocconi, 2012
Dove l'innovazione meno te l'aspetti
Economia Management La Rivista Della Scuola Di Direzione Aziendale Dell Universita L Bocconi, 2013
El poder de la colaboración
Gestion, 2003
Focus su strategia
Economia Management La Rivista Della Scuola Di Direzione Aziendale Dell Universita L Bocconi, 2012
Note: A Resource-Based View of Product Development
Academy of Management Review, 1999
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Papers by Gianmario Verona