Cinzia Battistella
Biographic Data
| ID | 9530104 |
|---|---|
| NAME | Cinzia Battistella |
| GIVEN NAMES | Cinzia |
| FAMILY NAME | Battistella |
| SIGNATURE | BATTISTELLA C |
| AFFILIATIONS | University of Udine |
| ORCID | 0000-0002-7953-4923 |
| VERIFIED | Yes |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 0 |
| AUTHOR COUNT | 5 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2015 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 0 |
Synchronising Stakeholder Roles
Tackling sustainability challenges requires coordinated actions across diverse stakeholders. Sustainability‐oriented innovation thus demands networked business models for sustainability (NBMfS), where focal companies and stakeholders co‐create value through interdependent but coordinated roles. Using multiple case studies, this paper maps the stakeholders' roles in developing an NBMfS and traces their transformation over time. We identify three n…
Future ecosystem business model tool
This paper presents a novel business model design tool called Future ecosystem business model (FEBM) . The FEBM aims to address the lack of managerial tools linking business models, foresight, and ecosystem strategizing in the context of systemic technological changes, as those characterizing the sustainability transition in a multi-level perspective. The tool has been shaped through a design science approach building on a structured review of th…
Technology transfer services impacts on open innovation capabilities of SMEs
Given the limited R&D investments, small and medium enterprises (SMEs) need to orchestrate their innovation capabilities and remove technological bottlenecks properly. To enhance their possibilities and results from collaborative activities, they can refer to intermediaries that foster knowledge and technology transfer (TT) in an inter-organisational setting. This paper aims to study how the services provided by TT intermediaries can impact speci…
Literature review on digitalization capabilities
Corporate foresight
The goal of this introductory article to the Special Issue on Corporate Foresight is to provide an overview of the state of the art, major challenges and to identify development trajectories. We define corporate foresight as a practice that permits an organization to lay the foundation for a future competitive advantage. Historically we distinguish and discuss four main phases: 1) birth of the field (1950s), 2) the age of scenarios (1960s–1970s),…
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Corporate foresight
The goal of this introductory article to the Special Issue on Corporate Foresight is to provide an overview of the state of the art, major challenges and to identify development trajectories. We define corporate foresight as a practice that permits an organization to lay the foundation for a future competitive advantage. Historically we distinguish and discuss four main phases: 1) birth of the field (1950s), 2) the age of scenarios (1960s–1970s),…
Literature review on digitalization capabilities
Technology transfer services impacts on open innovation capabilities of SMEs
Given the limited R&D investments, small and medium enterprises (SMEs) need to orchestrate their innovation capabilities and remove technological bottlenecks properly. To enhance their possibilities and results from collaborative activities, they can refer to intermediaries that foster knowledge and technology transfer (TT) in an inter-organisational setting. This paper aims to study how the services provided by TT intermediaries can impact speci…
Future ecosystem business model tool
This paper presents a novel business model design tool called Future ecosystem business model (FEBM) . The FEBM aims to address the lack of managerial tools linking business models, foresight, and ecosystem strategizing in the context of systemic technological changes, as those characterizing the sustainability transition in a multi-level perspective. The tool has been shaped through a design science approach building on a structured review of th…
Synchronising Stakeholder Roles
Tackling sustainability challenges requires coordinated actions across diverse stakeholders. Sustainability‐oriented innovation thus demands networked business models for sustainability (NBMfS), where focal companies and stakeholders co‐create value through interdependent but coordinated roles. Using multiple case studies, this paper maps the stakeholders' roles in developing an NBMfS and traces their transformation over time. We identify three n…
Computer Science (3 works) · Knowledge management (3 works) · Complex Systems and Decision Making (2 works) · Dynamic Capabilities (2 works) · Field (mathematics) (2 works) · Innovation and Knowledge Management (2 works) · Political science (2 works) · Sustainability (2 works) · Absorptive capacity (1 work) · Big Data and Business Intelligence (1 work)