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Smart Work, the South, and Internal Areas for Local Development
Prior to the pandemic, “smart work” involved only a limited part of the working population. Following the cultural, economic, and social upheaval caused by Covid-19, this mode of work suddenly took on great interest for the media, institutions, workers, businesses, and civil society. At the start of the pandemic, a group of young Southern Italians created the phenomenon of “South Working,” ...
Diversity Management: An Extensive Terrain Still to Be Explored
The world of diversity management in SMEs is a terrain that has been little explored. In the databases of academic studies there are few contributions dedicated specifically to this theme, and precise data is lacking on the spread and adoption in SMEs of policies and practices of diversity management. Focusing attention on Italy, the survey on the spread and adoption of these practices conducted in ...
High Uncontrollability: Goals, Performance, and Incentives
The Covid-19 pandemic represented an important turning point for companies, offering managers a new opportunity to experiment with management solutions aimed at facing situations of high uncertainty and unpredictability. Among the practices adopted, a particularly important role is occupied by those relating to the design and use of systems for defining goals and evaluating performance, that directly ...
Facing the New Normal: Skills, Resources, and Leadership
While the importance of small and medium-sized enterprises in the Italian industrial system is well-documented by statistical data that easily generates agreement between scholars and practitioners, a broad and unresolved debate regards the elements of excellence, factors of vulnerability, and conditions of development of that type of economic actor. The ability to adapt, proactiveness, flexibility, ...
SMEs and Continuity of Success in the New Scenarios of Competition
Businesses have always been involved in the fascinating process of seeking success, challenging themselves with the goal of understanding what to do to improve their results, in the difficult search for a response on how to act in tough situations. In all historical periods, those emerge who are better able to interpret the competitive context to be faced and to construct an effective synthesis that ...
A Complex Three Years that Bring Problems and Opportunities
From 2020 to today, Italian small enterprises have been living through “interesting times,” as the Slovenian sociologist Slavoj Žižek would say, to use a euphemism. In these three years, our enterprises have been affected by various types of unforeseeable and uncontrollable events: the health emergency, the war crisis, growing inflation, and most recently the energy crisis. As in the past, this ...
The Four Strategies to Promote Sustainable Practices
Without the full involvement of SMEs, the sustainable transition cannot take place. Starting from this fact, the second edition of the White paper “Fostering Sustainability in Small and Medium-sized Enterprises” produced by the SDA Bocconi Sustainability Lab and sponsored by Assicurazioni Generali, placed European SMEs even more at the center of the analysis, further investigating the evolution ...
The Myth of Guanxi: What We Really Know
Doing business in China is difficult, but there seems to be an essential element: guanxi. Guanxi means particularly precious relationships with the principal decision-makers and gatekeepers. A guanxi offers preferential treatment in bureaucratic decisions and gives access to greater business opportunities. It allows for accessing resources on little liberalized markets, such as capital and land in ...
Iran from the Inside
Con la riapertura dei rapporti commerciali in seguito all’accordo sul nucleare, l’Iran rappresenta secondo alcuni osservatori la più grande economia a (ri)entrare nel mercato globale dai tempi del crollo dell’Unione Sovietica. Si tratta di un’economia ampia e diversificata, in cui le risorse naturali (petrolio, gas, ma anche rame e zinco) hanno un peso significativo ma non totalizzante. Un ...
More Characters, Better Twitter?
Il 2016 ha rappresentato l’ottavo anno di effettiva operatività per Twitter, uno snodo spesso cruciale nella vita delle Internet companies. Nel corso dell’anno, il valore azionario dell’azienda ha toccato il minimo storico, sollevando numerosi interrogativi sul futuro di medio-lungo periodo della piattaforma social. Per far fronte alla dinamica sfavorevole, il CEO Jack Dorsey ha proposto di ...