Raffaella Manzini

The purpose of this work is to highlight how companies operating in the building industry design a circular business model (CBM) and how collaborative relationships across the building supply chain enforce this CBM. Thereby, first, based on the literature, a framework is designed, and subsequently, is validated based on the historical analysis of the activities of four Italian companies considered as circular economy (CE) champions. This work enhances understanding of the phases and procedures followed by companies operating in the building sector to successfully implement a CBM and the role of collaborative relationships among the supply chain actors of this industry to increase their degree of circularity. The chapter offers empirical structured direction to managers intending to implement CBMs, and directions on how they can leverage collaborations across the building supply chain. The chapter considers that, in a supply chain, value can be cocreated through collaboration between the focal firm and other stakeholders and acknowledges the peculiarities of the building sector.

The interest about Research Spin-Offs (RSOs) has constantly increased since the last fifteen years and their number is augmenting all over Europe. RSOs are also expected to not escape from the consequences of the digital revolution. But the potential impact of digital technologies on academic entrepreneurship is actually an under-researched field of analysis. Accordingly, the aim of this contribution is to bridge the gap in the intersection between Digital RSOs and the entrepreneurial university, by answering to the following research question: How do Digital RSOs work within the entrepreneurial university and what are the critical factors characterizing them? And, consequently, is there a need for further research specifically dedicated to the role of the entrepreneurial university towards RSOs in the digital age? To answer to this research question, we leverage on a multiple case study analysis of four Digital RSOs from the Polytechnic of Milan (Italy) and on a set of interviews with experts in the subject.

This chapter focuses on collaborative innovation with a specific set of partners whose unique business activity is developing technology and know-how, such as universities, research centres, technical and scientific services. After discussing the specific characteristics of these partners and the potential benefits and issues in collaborating with them, the experience of the Italian rice company, Riso Scotti, in its relationships with these partners is described. Some general suggestions are given concerning the management and improvements of relationships with universities, research centres and technical and scientific services, by integrating the contributions from other studies with the practical experience described in the Riso Scotti case study.

Empirical evidence is presented on how openness in an organization can be managed and supported, by analysing the experience of Heinz, a company that embraced the philosophy of open innovation about three years ago and started a contextual process of organizational change. The human and organizational factors and managerial tools are discussed along with other elements that define an enabling environment for open innovation.

In this chapter, an exploration is presented of the tension generated in companies following a very traditional approach to managing R&D and innovation (mostly based on internal resources, competences and activities) even when globalization and the rapid pace of innovation driven by market forces, leads them to involve external actors in their R&D processes. The problem this tension generates, namely balancing the need for openness with the strategic relevance of internal R&D activities and core capabilities, which the company wishes to remain internal and private, is one faced by leading chocolate manufacturer, Lindt. Evidence from this case study illustrates how even 'closed' companies can adopt a 'controlled open approach' to innovation so as to exploit its potential benefits without radically modifying their business model.