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Relevant bibliographies by topics / Italian SMEs

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Academic literature on the topic 'Italian SMEs'

Author: Grafiati

Published: 9 March 2023

Last updated: 10 March 2023

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Journal articles on the topic "Italian SMEs"

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Ottonello, L., G. Canepa, P. Albertelli, E. Picco, A. Florio, G. Masciarelli, S. Rossi, et al. "The Largest Italian SMES." IEEE Transactions on Applied Superconductivity 16, no. 2 (June 2006): 602–7. http://dx.doi.org/10.1109/tasc.2005.869677.

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Broccardo, Laura, Elisa Giacosa, Francesca Culasso, and Alberto Ferraris. "Management control in Italian SMEs." Global Business and Economics Review 19, no. 5 (2017): 632. http://dx.doi.org/10.1504/gber.2017.086781.

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Ferraris, Alberto, Laura Broccardo, Francesca Culasso, and Elisa Giacosa. "Management Control in Italian SMEs." Global Business and Economics Review 19, no. 5 (2017): 1. http://dx.doi.org/10.1504/gber.2017.10004434.

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Morabito, Vicenzo, Stefano Pace, and Pietro Previtali. "ERP Marketing and Italian SMEs." European Management Journal 23, no. 5 (October 2005): 590–98. http://dx.doi.org/10.1016/j.emj.2005.09.014.

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Cinquegrana, G., and D. Sarno. "Regional Effects on the Capital Structure of the Italian SMEs." International Journal of Economics and Finance 10, no. 11 (October 20, 2018): 1. http://dx.doi.org/10.5539/ijef.v10n11p1.

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This analysis investigates the determinants of the capital structure of the SMEs belonging in the so-called Italian Mezzogiorno, that is perfectly integrated but slowly growing area the South of the country, with respect to the capital structure of the SMEs of the more developed Italian regions. The study is based on a large sample of Italian manufacturing SMEs covering the 2001-2013 years and she is carried through fixed effect panel estimations of several standard leverage models. The empirical findings show that there are structural differences in the working of regional model reaffirming some distinctive features of the financial behaviour of the SMEs belonging in the Southern Italian regions.

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Minarelli, F., M. Raggi, and D. Viaggi. "Distinguishing the innovation behaviour of micro, small and medium food enterprises." Journal on Chain and Network Science 14, no. 2 (January 1, 2014): 95–102. http://dx.doi.org/10.3920/jcns2014.x004.

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The European economy, and particularly the food sector, is characterised by small and medium enterprises (SMEs). Networking represents for SMEs an opportunity to meet their needs in terms of know-how, and technological and financial resources with the main purpose of fostering innovation and facing global competition. Most scientific studies investigating networking for innovation focus on SMEs as a whole without exploring possible differences between SMEs. An important question to be posed is whether the firms within groups of SMEs behave the same in terms of innovation. The purpose of this paper is to understand whether different ‘innovation profiles’ of Italian food SMEs can be distinguished and to identify the structural factors associated with different profiles, with particular attention to size and networking. The methodology consists of a cluster analysis on data obtained by standardized on-line questionnaires compiled by Italian agri-food SMEs. Moreover, besides the identification of possible heterogeneity within the SME group with regard to innovation behaviour, the paper presents further value by providing useful information on surveyed Italian food SMEs in terms of firm structure and innovation.

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Cantù, Chiara, Elisa Martina Martinelli, and Annalisa Tunisini. "Marketing channel transformation in Italian SMEs." International Journal of Globalisation and Small Business 1, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijgsb.2022.10048330.

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Cantù, Chiara, Elisa Martina Martinelli, and Annalisa Tunisini. "Marketing channel transformation in Italian SMEs." International Journal of Globalisation and Small Business 13, no. 2 (2022): 147. http://dx.doi.org/10.1504/ijgsb.2022.127219.

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Topalović, Amir, and Antonia Azzini. "Data Mining Applications in SMEs: An Italian Perspective." Business Systems Research Journal 11, no. 3 (November 1, 2020): 127–46. http://dx.doi.org/10.2478/bsrj-2020-0031.

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AbstractBackgroundFrom the last decade, data mining techniques, employed in particular in customer relationship management, have assumed a key role in the profitability and operations of companies. To support small and medium companies (SMEs), several innovative and continuously improving tools have been developed that allow SMEs to utilize the internal and external data sources to increase their competitiveness.ObjectivesIn this paper, an analysis of the impact of digitalization, and in particular data mining techniques, in the context of SMEs development is presented.Methods/ApproachA review of various sources has been conducted, with the focus on open source tools, since in the context of the Italian economy they are used by SMEs the most.ResultsFirst, the analysis presents a brief review of the data mining techniques available and shows how they are practically employed in small companies. Second, an economical review of investments in data mining projects in Italy is presented.ConclusionsThe review indicates that data mining techniques can boost a company in the market. However, the awareness of data mining as a company asset is still not strong in Italian SMEs and most investments in Italy are still carried out by large companies.

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Neri, Martina, Federico Niccolini, and Rosario Pugliese. "Assessing SMEs’ cybersecurity organizational readiness: Findings from an Italian survey." Online Journal of Applied Knowledge Management 10, no. 2 (September 15, 2022): 1–22. http://dx.doi.org/10.36965/ojakm.2022.10(2)1-22.

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The Small and Medium-sized Enterprises’ (SMEs) level of organizational cybersecurity readiness has been poorly investigated to date. Currently, all SMEs need to maintain an adequate level of cybersecurity to run their businesses, not only those wishing to fully exploit digitalization’s benefits. Unfortunately, due to their lack of resources, skills, and their low level of cyber awareness, SMEs often seem unprepared. It is essential that they address the digital threats that they face by using technology and complementary (and not alternative) factors, such as guidelines, formal policies, and training. All these elements trigger development processes regarding skills, awareness, the organizational cybersecurity culture, and the organizational resilience. This paper describes Italy’s first multidisciplinary attempt to assess its SMEs’ overall cybersecurity readiness level. We used a survey as its initial quantitative assessment approach, although SMEs can also use it as a cyber self-assessment tool, which prepares them better to navigate the digital ecosystem. Thereafter, we held semi-structured interviews to explore the critical points that had emerged from the study’s first phase. The overall results show that SMEs have not yet achieved high levels of organizational readiness. SMEs are currently starting to set the stage for their organizational cyber readiness and will, therefore, have to take many more proactive steps to address their cyber challenges.

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Dissertations / Theses on the topic "Italian SMEs"

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Trani, Vittorio <1989&gt. "Alternative financing instruments for Italian SMEs." Master's Degree Thesis, Università Ca' Foscari Venezia, 2019. http://hdl.handle.net/10579/14587.

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Erissini, Elisa <1992&gt. "Network Contract: internationalisation of Italian Agri-food SMEs." Master's Degree Thesis, Università Ca' Foscari Venezia, 2019. http://hdl.handle.net/10579/14733.

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l'obbiettivo della mia tesi è quello di analizzare come il contratto di rete possa contribuire all'internazionalizzazione delle PMI nel settore agroalimentare. Capire se questo strumento innovativo può aiutare a portare i prodotti agricoli nei mercati esteri, promuovendo il Made in Italy anche per le imprese che da sole non sarebbero in grado di farlo.

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Simeoni, Carlo <1997&gt. "Digital Servitization: how Italian SMEs innovate their business model." Master's Degree Thesis, Università Ca' Foscari Venezia, 2022. http://hdl.handle.net/10579/20945.

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In the recent years Digital Servitization is gaining managers’ and researchers’ attention. 4.0 digital technologies such as Internet of Things and Big Data intersect Servitization in multiple point; digital technologies help designing innovative product-service offerings smoothing and tackling challenges related to Servitization strategy implementation. The present work aims at analyzing the effects that Digital Servitization has on firms’ business models and the innovation that derives from it. To do so, after a literature review, the research focuses on analyzing the case studies of three Italian SMEs (Galdi, Sariv, Technowrapp) that in the recent years have distinguished themselves for their approach on Digital Servitization. The first chapter deals with a literature review on Servitization; the phenomena is defined also encompassing the product-service-system approach. Features and drivers of servitization are described underlining differentiation benefits gained by manufacturers. Business model innovation for Servitization is also described, the effects on value architecture (value creation, value delivery, and value capture) are assessed. In value creation the change in perspective required is described, offerings must be developed considering both product and service design, customer-oriented activities such as needs identification and external coordination are crucial. The effects on customer relationship management are one of the most important aspects in value delivery, here it is underlined the shift from transaction-based to relational relationships with co-creation logics and long-term commitment. Regarding value capture, attention has been given to revenue model design and value retention principles. Lastly, challenges of Servitization are described, cultural hurdles are pervasive among almost all the challenges described, the danger of the service paradox is also analyzed. In the second chapter the roles of digital technologies in Servitization are defined both at the operational and strategic level. In the first section, digital technologies’ features are described as well as the product and service solutions that they enable. Strategic roles and the effects on business model are dealt with in the second section of the chapter, here the concepts of product-service continuum and how firms can position themselves along it are identified. Finally, business model architectures in a Digital Servitization perspective identified by the literature are listed. In the third and last chapter, the case studies of three SMEs located in the north-east of Italy are analyzed: Galdi, Sariv, Technowrapp. For Galdi it was possible to conduct an interview, while, for Sariv and Technowrapp preexisting interviews with firms' management have been used for information gathering. In the research the business model innovation for Digital Servitization underwent by firms are described; the value creation mindset is underlined. It was possible to understand the major challenges faced and measures developed to tackle them, moreover it is analyzed how customer relationships management changed.

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Casagranda, Francesca <1996&gt. "The Chinese online market: opportunities and challenges for Italian SMEs." Master's Degree Thesis, Università Ca' Foscari Venezia, 2020. http://hdl.handle.net/10579/16580.

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The Chinese online market represents a great opportunity and a great challenge for Italian SMEs. Because of the economic and financial crisis that hit the "western world", seeking international opportunities has become a necessity for those companies that until now have looked at China with suspicion. The Chinese online market is, as a matter of fact, one of the largest digital markets in the world. This dissertation aims to build upon existing literature, analyzing the opportunities and threats for Italian SMEs on the Chinese digital market, with a main focus on the B2C market. The study will first analyse the Chinese internet infrastructure development and legislation formulation, focusing on the strong support the Chinese government has had in such matter. The following chapters will analyse the Chinese digital market and the changing patterns of it, the SMEs characteristics in the global economy, the benefits of exploiting digitalized international markets and the inhibitors of e-commerce at international level. The following chapter will concern a case study based on a summer 2019 internship I participated in between Shanghai and Hong Kong, concerning the manufacturing and selling of Italian-style bags and accessories exclusively for the Chinese online market. Lastly, the final chapter will reprocess the research data focusing on the following questions: should Italian SMEs enter and focus on the Chinese digital market? What are the best practices to adopt in such a market? The chapter will use Porter’s Five Forces model, SWOT analysis and proceed with the formulation of the best practices for Italian SMEs operating in the Chinese digital market.

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Parolin, Anna <1996&gt. "Enhancement Of Agile Innovation In The Context Of Italian SMEs." Master's Degree Thesis, Università Ca' Foscari Venezia, 2020. http://hdl.handle.net/10579/17507.

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Italian SMEs are currently not truly experiencing agile innovation benefits, due to the traditional business approach of the system in which they operate. At a general level, research has shown that companies adopting agile strategies in their innovation processes are observing positive impactful returns, especially when particular pre-conditions for a correct implementation are present. Starting from the existing work on agile innovation, this thesis tries to extend the scope to a peculiar geographic business perspective by asking: in the Italian SMEs context, what should a company change to enhance agility in its innovation process? Based on the pillar ideas that literature offers in terms of concepts definition - exemplifying the notions of Italian SMEs, agility and innovation - two interviews were designed to explore new meaningful insights coming from a single-case study. The selected company is Elite s.r.l., an Italian SME representing an unusual encouraging example with respect to the respective population when exploring agile innovation. The consequent analysis of Elite’s information – mainly qualitative, along with some quantitative references – argued in favour of the positive influence which three factors have on agile innovation enhancement: the passion of the HR dedicated to the innovation process, the organization of the innovation process around the figure of a business-oriented project manager, and the complete customer-focus of the innovation process value creation. Although the case study investigation helped both to enrich the framing of the three research hypotheses and to provide a first partial endorsement, further studies are suggested to provide stronger understanding of this organizational subject.

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Fabrici, Alberto <1994&gt. "Industry 4.0 in Italian SMEs: the Pezzutti Group Spa Case." Master's Degree Thesis, Università Ca' Foscari Venezia, 2021. http://hdl.handle.net/10579/18546.

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Lo scopo dell'elaborato è comparare i dati sulle implementazioni di Industria 4.0 nelle PMI italiane raccolte da diverse fonti con il caso studio riguardante Pezzutti Group Spa, una PMI italiana operante nel settore della gomma/plastica (stampaggio di articoli in materiale plastico) che ha recentemente implementato tecnologie che si rifanno al paradigma della quarta rivoluzione industriale.

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FANTINI, Giulia. "Financial Derivatives usage by UK & Italian SMEs. Empirical evidence from UK & Italian non-financial firms." Doctoral thesis, Università degli studi di Ferrara, 2014. http://hdl.handle.net/11392/2389056.

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A number of studies have examined the risk management practices within non-financial companies. This research is a comparative study of derivative usage among UK and Italian non-financial listed SMEs over the time period 2005-2012. The aspects it refers concern the management of financial risks which to date (in Italy) has been little studied from the point of view of literature because of the paucity of data. The aim of this research is to provide evidence for UK and Italian non-financial listed SMEs on the determinants of hedging and on the types of financial derivatives used as hedging instruments.

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Roriz, Anna Lysie, and Nicola Feletto. "Behind the Internationalization Process of Northeast Italian SMEs : An Abductive Approach." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-176697.

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This study strives to investigate why some small and medium enterprises (SMEs) from Northeast Italy internationalize at inception and some internationalize gradually. The main literature regarding both, Born Globals and Stage-Models, were reviewed. In face of a high degree of fragmentation in the Born Global literature the study was developed through an abductive logic of reasoning. This basically means that we started by clustering already accepted internal and external factors, working then, towards a unified explanation. A qualitative study was developed with four SMEs. The main results show that no factor can singularly drive a company to internationalize at inception. Instead, the interaction of internal and external factors determines how SMEs internationalize. The findings provide empirical insights on the internationalization behavior of SMEs and redress the apparent theoretical gap in this field.

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Chiaro, Nicolo' <1990&gt. "Internationalization of Italian SMEs of the furniture industry: the Canova project." Master's Degree Thesis, Università Ca' Foscari Venezia, 2015. http://hdl.handle.net/10579/6672.

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The internationalization of Italian SMEs of the furniture industry and the entrance in the Brazilian market as a chance to survive to the crisis. The core of the project is the creation of a permanent showroom in São Paulo, Brazil. It will provide a common place for the enterprises to expose their own products and to organize promotional events. Furthermore, Broadway Consulting, the company that designed the whole plan, will be concerned with promotion and communication activities and will be taking care of the relations between Brazilian clients and Italian firms. Thus, SMEs will obtain results in terms of promotion, distribution and visibility that they could not achieve individually. As regards the financial side, the gathering of the companies into a consortium held by Banco Popolare di Vicenza gives access to EU funds that significantly contribute to finance the project.

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GABBERI, PIERO. "THE WAY TOWARD DIGITAL TRANSFORMATION IN ITALIAN SMEs. PROCESS DIGITALISATION AND PRODUCT DIGITALISATION: AN ITALIAN MANUFACTURING COMPANY CASE STUDY." Doctoral thesis, Università degli studi di Ferrara, 2022. http://hdl.handle.net/11392/2490997.

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According to European Investment Bank, 2021, as in other EU countries, Italian small and medium-sized enterprises (SMEs) have a pivotal role in the economy. There are about 4.3 million SMEs in Italy, 95% of which are micro-enterprises. They account for 80% of employment and 70% of value added. Their contribution to exports is larger than in other EU countries: 53% of exports in Italy vs. an EU average of 40%, and 25% in both France and Germany. The productivity of Italian SMEs appears to be lower than the EU average and its closest peers (France and Germany). While part of that gap might be linked to different sectoral mixes, most of the difference in productivity remains unexplained. While there is also a regional divide, even Italy’s best performing regions have a significant productivity gap compared to the rest of Europe. According to several European metrics, the level of digitalisation of Italian SMEs is lower than in other countries. The lower level of digitalisation of Italian SMEs may play a crucial role. Given its relevance, the digitalisation of Italian SMEs is high on the Italian government’s agenda. The aim of this research work is to contribute in closing the knowledge gap that limits the ability of Italian SMEs to adopt digital solutions to improve their performances. The research activity has been focused on developing a simple guideline for practitioners with real examples through the case study of an Italian manufacturing small-medium enterprise and the related relevant results. The present research work is structured starting from a question became recurring to the author: how to create value? It is author’s belief that in modern companies, value is created by means of the thoughtful integration between two important philosophies, Lean Six Sigma and Industry 4.0, respectively focusing on waste reduction, process-stability and digitalisation to further empower businesses. The research starts with a literature review concerning the tools to understand business processes, diving deep in a recently studied tool called Makigami, that seems to be incredibly useful for transactional processes in particular, due to its flexibility and adaptability to particular cases as practitioners need. Then, a complete overview of all the business processes is made in order to deeply understand their strengths and weaknesses and to have a clear vision about wastes and key-performance indicators to improve business. After a careful analysis, criticalities are shown and discussed, and processes are re-engineered, using the same tool to continue having a clear vision on developments and improvements. During the re-engineering of business processes, the author has interpreted and adapted digitalisation to the specific case study: both processes and business products have been digitalised, showing tools and the ancillary Lean-Six-Sigma activities needed in order to guarantee top performances and strong basis to evolve into a 4.0 company. Finally, the outstanding results on business are shown and discussed and author proposes a generalisation of the procedure used, in order to provide with a simple guideline for practitioners and suggestions for further research.
Secondo quanto riportato dalla Banca Europea per gli Investimenti, 2021, così come in altri paesi dell'UE, le piccole e medie imprese (PMI) italiane hanno un ruolo fondamentale nell'economia. Le PMI in Italia sono circa 4,3 milioni, il 95% delle quali sono microimprese. Rappresentano l'80% dell'occupazione e il 70% del valore aggiunto. Il loro contributo alle esportazioni è maggiore che in altri paesi dell'UE: 53% delle esportazioni in Italia contro una media UE del 40% e il 25% sia in Francia che in Germania. La produttività delle PMI italiane, tuttavia, sembra essere inferiore alla media dell'UE e dei suoi omologhi più vicini (Francia e Germania). Sebbene parte di tale divario possa essere collegato a diversi mix settoriali, la maggior parte della differenza di produttività rimane inspiegabile. Sebbene vi sia anche un divario regionale, anche le regioni italiane con le migliori performance presentano un divario di produttività significativo rispetto al resto d'Europa. Secondo diverse metriche europee, il livello di digitalizzazione delle PMI italiane è inferiore a quello di altri paesi. Il minor livello di digitalizzazione delle PMI italiane può giocare un ruolo cruciale. Data la sua rilevanza, la digitalizzazione delle PMI italiane è in cima all'agenda del governo italiano. L'obiettivo di questo lavoro di ricerca è contribuire a colmare il gap di conoscenza che limita la capacità delle PMI italiane di adottare soluzioni digitali per migliorare le proprie performance. L'attività di ricerca è stata focalizzata sullo sviluppo di una linea guida semplice per i professionisti, con esempi reali attraverso il caso di studio di una piccola-media impresa manifatturiera italiana e i relativi risultati rilevanti. Il presente lavoro di ricerca è strutturato a partire da una domanda divenuta ricorrente per l'autore: come creare valore? È convinzione dell'autore che nelle aziende moderne il valore si crei attraverso l'integrazione ponderata tra due importanti filosofie, Lean Six Sigma e Industry 4.0, incentrate rispettivamente sulla riduzione degli sprechi, sulla stabilità dei processi e sulla digitalizzazione per potenziare ulteriormente le organizzazioni. La ricerca inizia con una revisione della letteratura riguardante gli strumenti per comprendere i processi aziendali, immergendosi in uno strumento recentemente studiato chiamato Makigami, che sembra essere incredibilmente utile per i processi transazionali in particolare, per la sua flessibilità e adattabilità a casi particolari di cui i professionisti hanno bisogno. Quindi, viene effettuata una panoramica completa di tutti i processi aziendali al fine di comprenderne a fondo i punti di forza e di debolezza e avere una visione chiara degli sprechi e degli indicatori chiave di prestazione per migliorare il business. Dopo un'attenta analisi, le criticità vengono mostrate e discusse, e i processi vengono reingegnerizzati, utilizzando lo stesso strumento per continuare ad avere una visione chiara su sviluppi e miglioramenti. Durante la reingegnerizzazione dei processi aziendali, l'autore ha interpretato e adattato la digitalizzazione al caso di studio specifico: sia i processi che i prodotti aziendali sono stati digitalizzati, mostrando gli strumenti e le attività accessorie Lean-Six-Sigma necessarie per garantire prestazioni al top e solide basi per evolvere in un'azienda 4.0. Infine, vengono mostrati e discussi gli eccezionali risultati sul business e l'autore propone una generalizzazione della procedura utilizzata, al fine di fornire una semplice linea guida per i professionisti e suggerimenti per ulteriori ricerche.

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Books on the topic "Italian SMEs"

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Sicca, Lucio. Strategia d'impresa: La formazione di un gruppo italiano, la SME. Milano: Etas libri, 1987.

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Garofalo, Giuseppe, ed. Capitalismo distrettuale, localismi d'impresa, globalizzazione. Florence: Firenze University Press, 2008. http://dx.doi.org/10.36253/978-88-8453-605-1.

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From the late Sixties on, industrial development in Italy evolved through the spread of small and medium sized firms, aggregated in district networks, with an elevated propensity to enterprise and the marked presence of owner-families. Installed within the local systems, the industrial districts tended to simulate large-scale industry exploiting lower costs generated by factors that were not only economic. The districts are characterised in terms of territorial location (above all the thriving areas of the North-east and Centre) and sector, since they are concentrated in the "4 As" (clothing-fashion, home-decor, agri-foodstuffs, automation-mechanics), with some overlapping with "Made in Italy". How can this model be assessed? This is the crucial question in the debate on the condition and prospects of the Italian productive system between the supporters of its capacity to adapt and the critics of economic dwarfism. A dispassionate judgement suggests that the prospects of "small is beautiful" have been superseded, but that the "declinist" view, that sees only the dangers of globalisation and the IT revolution for our SMEs is risky. The concept of irreversible crisis that prevails at present is limiting, both because it is not easy either to "invent", or to copy, a model of industrialisation, and because there is space for a strategic repositioning of the district enterprises. The book develops considerations in this direction, showing how an evolution of the district model is possible, focusing on: gains in productivity, scope economies (through diversification and expansion of the range of products), flexibility of organisation, capacity to meld tradition and innovation aiming at product quality, dimensional growth of the enterprises, new forms of financing, active presence on the international markets and valorisation of the resources of the territory. It is hence necessary to reactivate the behavioural functions of the entrepreneurs.

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Gavinelli, Laura. Business Strategies and Competitiveness in Times of Crisis: A Survey on Italian SMEs. Palgrave Macmillan, 2016.

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Gavinelli, Laura. Business Strategies and Competitiveness in Times of Crisis: A Survey on Italian SMEs. Palgrave Macmillan Limited, 2016.

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Onida, Fabrizio, Giuseppe Berta, and Mario Perugini. Old and New Italian Manufacturing Multinational Firms. Edited by Gianni Toniolo. Oxford University Press, 2013. http://dx.doi.org/10.1093/oxfordhb/9780199936694.013.0015.

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Only two Italian multinationals born in very early twentieth century are surviving today (Fiat and Pirelli), while a number of public and private business that in the early post-war period had reached significant positions in the global business environment (such as Olivetti, Montecatini, SNIA, IRI-Ilva, Farmitalia) gradually disappeared or were sold to either Italian or foreign ownership. Since the mid-1980s a new wave of private SMEs ("fourth capitalism") became new protagonists of a rapid transformation from strong exporters to growing multinationals competing in sizeable world market niches. The chapter provides an overview of successes and failures of this peculiar pattern of multinational growth and decline of Italian firms.

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Book chapters on the topic "Italian SMEs"

1

Gavinelli, Laura. "Boosting Italian SMEs’ Development: First Considerations." In Business Strategies and Competitiveness in Times of Crisis, 213–32. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-57810-5_5.

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Venturelli, Alessia, and Aldo Pilisi. "EMA in SMEs: Ten Italian Case Studies." In Environmental Management Accounting — Purpose and Progress, 309–32. Dordrecht: Springer Netherlands, 2003. http://dx.doi.org/10.1007/978-94-010-0197-7_14.

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Migliaccio, Guido, and Luigi Umberto Rossetti. "Italian Furniture Sector SMEs: Sustainability and Commercial Ethics." In Palgrave Studies in Cross-disciplinary Business Research, In Association with EuroMed Academy of Business, 225–59. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-45835-5_11.

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Malavasi, Roberto, Giuseppe Riccio, and Mauro Aliano. "Corporate Bonds for SMEs: A Study of Italian Minibonds." In Access to Bank Credit and SME Financing, 257–85. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-41363-1_10.

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Sauer, Philipp C., Guido Orzes, and Laura Davi. "Toward SME 4.0: The Impact of Industry 4.0 Technologies on SMEs’ Business Models." In Implementing Industry 4.0 in SMEs, 293–343. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-70516-9_10.

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Abstract Industry 4.0 (I4.0) transforms current production paradigms and raises an inherent need to integrate this with a firm’s rational of creating, delivering, and capturing value, i.e., the business model. The resource intensive I4.0 technology implementation challenges any organization and especially small- and medium-sized enterprises (SMEs). To provide theoretical and practical support for this, our chapter first conducts a systematic literature review on business models and I4.0 technologies with a qualitative investigation and a quantitative contingency analysis. The chapter then analyses secondary data from 30 SMEs of an innovative Italian manufacturing cluster for which business model elements are modified while implementing specific I4.0 technologies. To guide future practice and research, 13 propositions and 4 research directions are developed on how implementing individual I4.0 technologies can modify specific business model elements for SMEs 4.0.

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Morone, Piergiuseppe, Carmelo Petraglia, and Giuseppina Testa. "Looking Around: The Smart Way of Italian SMEs to Innovate." In Long Term Economic Development, 273–94. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35125-9_12.

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Cuel, Roberta, and Gabriella Maria Cangelosi. "In Vino Veritas? Blockchain Preliminary Effects on Italian Wine SMEs." In Digital Business Transformation, 301–14. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47355-6_20.

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Bruzzo, Aurelio. "Public Policies for Italian SMEs: Instruments, Results and Current Trends." In Contributions to Economics, 81–100. Heidelberg: Physica-Verlag HD, 2010. http://dx.doi.org/10.1007/978-3-7908-2623-4_5.

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Gavinelli, Laura. "The Competitiveness of Italian Small- and Medium-Sized Enterprises (SMEs)." In Business Strategies and Competitiveness in Times of Crisis, 83–168. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-57810-5_3.

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Marzioni, Stefano, Luciano Monti, Alessandro Pandimiglio, and Marco Spallone. "The Economic Impact of EU Competitiveness Programs on Italian SMEs." In The Restructuring of Banks and Financial Systems in the Euro Area and the Financing of SMEs, 121–40. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137518736_6.

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Conference papers on the topic "Italian SMEs"

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"Knowledge Management, Intellectual Capital and Innovation Performance in Italian SMEs." In 20th European Conference on Knowledge Management. ACPI, 2019. http://dx.doi.org/10.34190/km.19.143.

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Bach, M. Pejic, A. Topalovic, and I. Jajic. "Preliminary Analysis of Data Mining Adoption in Italian SMEs Using PLS-SEM Method." In 2022 45th Jubilee International Convention on Information, Communication and Electronic Technology (MIPRO). IEEE, 2022. http://dx.doi.org/10.23919/mipro55190.2022.9803779.

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Bandinelli, Romeo, Elisa d'Avolio, and Rinaldo Rinaldi. "Assessing the maturity of collaborative networks: A case study analysis in the Italian fashion SMEs." In 2014 International Conference on Engineering, Technology and Innovation (ICE). IEEE, 2014. http://dx.doi.org/10.1109/ice.2014.6871588.

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Fulantelli, Giovanni, Mario Allegra, and Antonia Zelia Pia Vitrano. "The Lack of Communication and the Need of IT for Supply-Chain Management Strategies in SMEs." In 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2483.

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The term “Supply Chain Management” (SCM) denotes the creation, integration, planning and control of all elements of universal added-value chains, from the procurement of raw materials to the final delivery to the customer. IT offer huge potentials for Small and Medium-sized Enterprises to activate effective SCM mechanisms. Even though experts estimate the potential saving that can be achieved through the implementation of effective SCM strategies at 3-5 per cent of turnover, SMEs are experiencing a great deal of difficulty in coping with these strategies. Reasons for this, especially among small enterprises (50 employees and under), are to be found in the specific enterprise culture. The results presented in this paper are the outcome of an EU funded project named “Supply Chain Partnership”, a pilot project aimed at analysing the communication, social and technological obstacles to the implementation of effective SCM strategies in SMEs. The focus of this paper is on the Italian experience, and concerns an industrial district located in Sicily.

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Del Baldo, Mara. "To the roots of CSR and sustainability: the “proximity” to the territory - The Italian family SMEs’ experience." In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-1970_bizstrategy19.

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Riva, Patrizia, and Maurizio Comoli. "The impact of the new Italian Early Warning System provided by the IC-Code on SMEs governance." In Corporate Governance: Search for the advanced practices. Virtus Interpress, 2019. http://dx.doi.org/10.22495/cpr19a21.

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Zarba, Carla, Gaetano Chinnici, Biagio Pecorino, Mario D'Amico, and Salvatore Bracco. "THE EUROPEAN UNION RESPONSES TO THE IMPACT OF COVID 19 ON SMEs IN THE ITALIAN AGRI-FOOD SISTEM." In 20th SGEM International Multidisciplinary Scientific GeoConference Proceedings 2020. STEF92 Technology, 2020. http://dx.doi.org/10.5593/sgem2020v/6.2/s08.21.

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Provasi, Roberta, and Patrizia Riva. "The special purpose acquisition company (SPAC): Evidence of a new model for the development of the Italian SMEs." In Corporate Governance: Search for the advanced practices. Virtus Interpress, 2019. http://dx.doi.org/10.22495/cpr19a20.

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Cagno, Enrico, and Andrea Trianni. "Energy Efficiency in Industrial Operations: An Evaluation of Benefits and Cost of the Most Effective Interventions Within the Italian Industrial Sector." In ASME 2010 4th International Conference on Energy Sustainability. ASMEDC, 2010. http://dx.doi.org/10.1115/es2010-90410.

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The attention towards the topic of reducing the energy expenditures has dramatically grown in recent crisis times that have forced firms to reduce them. This reduction in energy expenditures of a firm can be pursued through a wise energy procurement (we can call it “administrative energy efficiency”), thus with a reduction in the specific cost of energy (both electricity and other energy sources). But, the highest effective saving — for the whole system — would come from a direct reduction of the consumption, thus increasing the so-called “operational energy efficiency”, the unique true energy efficiency, implying the effort of the whole firm, since it requires a lower and wiser use of energy, and new and more efficient technologies. It is quite diffused the perception that governments are now taking measures to reach a common and more efficient environmental and energetic policy, but the effort is still not sufficient. The attention has obviously been paid towards the industrial sector, that covers about 30% of the consumption, second just after transportation: since now several actions have been taken to achieve the energy performance of buildings, but very few in the operations. Furthermore, it should be clear that to be really effective in this field governments should focus their attention on Small & Medium Enterprises (SMEs), usually less efficient than Large Enterprises (LEs), since SMEs represent the vast majority of the total number of industries and cover a consistent share of the energy consumption of a whole domestic industrial sector. This paper aims at providing an overview of the most effective interventions for reducing energy consumption in industrial operations that have been successfully implemented in a large number of case studies investigated in North America and Europe. The paper provides different scenarios according to the implementation of those interventions, characterized all by being Best Available Technologies and Practices, showing the impact on the energy consumption for a set of Italian industrial districts. The final results show that, under certain assumptions, the financial support of the most effective interventions eventually provided by governments’ energy efficiency policies, would lead to a widespread increase of the overall energy efficiency of a district with strong benefits for the whole industrial system.

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Montagna, Gianni, Maria Antonietta Sbordone, Alessandra Esposito, Ana Marques, Ilenia Amato, and Rita Gaspar. "New Territories of Sustainable Fashion Proposals for the Transition towards sustainability and circularity." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1001546.

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The paper presents the results of a research carried out in the clothing, footwear and leather goods sectors referring to the Italian territory. The survey was carried out through the collection of data on the field, with questionnaires administered to companies in the area: structured analysis on the company profile and brand identity; focus on sustainability with reference to the measures adopted by the company; technological assessment; collection of new needs expressed by each company. The result of the on-field research suggests, on the one hand, theoretical reflections relating to new sustainable approaches for the fashion sector, and on the other, technological innovation to implement value and profit for each company according to a sustainable and circular economic model. In Italy the local manufacturing systems have had their fulcrum in the industrial districts, which present themselves as centres of relations between multiple stakeholders. Generally, the openness and inclusion of stakeholders and systemic organization are essential for the sustainable development of the sector.The cultural tradition and the organization of Made in Italy production, in parallel with the Portuguese textile production systems, seem better prepared for a real ecological transition (Ricchetti & Frisa, 2011). This research proposes a model that accompanies companies on a transition path towards sustainable production.The methodology investigated, which starts from the enhancement of operational tools, contributes to promoting the adoption of new production processes and therefore to a more conscious consumption.The results achieved by SMEs in recent years, in the areas of ecological and digital transition, promise interesting developments, formulating a starting point to be used as an organizational and productive support to definitively move towards the suggested model. The discussion proposes a series of recommendations that can contribute to adopting a change in the entrepreneurial system of SMEs, vice versa, where there are contradictions and persisting barriers, it will be necessary to consider concrete and unanimously shared measures.

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