Digital Innovation Management

Introduction
Contents
Chapter 1: An Innovative Management in the Digital Economy: The CNR Case Study
	1.1 Introduction
	1.2 Academic Institutions in the Digital Economy
	1.3 Government Institutions in the Digital Economy
	1.4 An Agency Supporting Knowledge Networks for Digital Innovation: The National Research Council of Italy (CNR)
	1.5 The CNR Reorganization Plan
		1.5.1 The Reorganization of CNR Scientific Network
		1.5.2 The CNR Administrative and Management Reorganization
		1.5.3 Performance Management in the CNR Reorganization
	1.6 Toward a Conclusion: Some Issues to Be Solved in the Reorganization of CNR
		1.6.1 Clear and Practicable Supervision of the Reorganization Processes
		1.6.2 Lack of Managerial Autonomy of Managers
		1.6.3 Inadequate Measurement Systems
		1.6.4 An Evaluation Flattened at High Levels
		1.6.5 Evaluation Models Based on Bureaucratic Requirements
	References
Chapter 2: Orchestrating Open Innovation Ecosystems Based on Digital Technologies: The Lutech Case Study
	2.1 Introduction
	2.2 Background
		2.2.1 Open Innovation and Innovation Ecosystems for Orchestrating Open Innovation Ecosystems
		2.2.2 The Role and Effect of the Open Innovation Ecosystem’s Orchestrators
	2.3 The Lutech Case Study
		2.3.1 The Lutech Campus Ecosystem
		2.3.2 Data Collection and Analysis
	2.4 An Overview of the Lutech Open Innovation Ecosystem
		2.4.1 The Lutech Open Innovation Ecosystem Technologies
		2.4.2 The Lutech ‘AInnovation Centre’
	2.5 Discussion
	2.6 Conclusion and Future Research
	References
Chapter 3: Competencies and Skills for Public Administration: A Digital Journey
	3.1 Introduction
	3.2 Digital Transformation and the Need for New Skills
	3.3 Digital Skills and Competencies for PA
	3.4 Public Administration and Industry 4.0 and 5.0: Gaps in Skills and Competencies for Public Administration
		3.4.1 Public Administration Readiness for Digital Transformation
		3.4.2 What Are the Levers?
		3.4.3 Changing Perspective: Towards a Goal-Oriented and Results-Driven Public Administration
	3.5 The Framework of New Competencies
		3.5.1 Soft Skills
		3.5.2 Project Management Competencies
		3.5.3 Working with Process Competencies
		3.5.4 Digital Skills and Competencies
		3.5.5 Cybersecurity
	3.6 Conclusions: Competencies in Evolution
	References
		Websites
Chapter 4: Digital Human Resource Management: Innovative Methods to Build a People-Centred Organisation in the Healthcare Industry
	4.1 The New Scenario and the Centrality of Human Resource Management (HRM)
	4.2 Digital Human Resource Management
	4.3 Digital HRM in Healthcare
	4.4 Building a People-Centred Organisation at Meir Medical Centre (Clalit Group)
		4.4.1 Company Introduction
		4.4.2 HR Innovation to Enhance Onboarding (Employee-Centric Organisation)
		4.4.3 HR Innovation to Enhance Patient Satisfaction (Patient-Centric Organisation)
	4.5 Discussion and Conclusions
	References
Chapter 5: Digital Factory 5.0: Experimenting Digital Innovation in the Reverse Logistics Process
	5.1 The Emergence of the Industry 5.0 Paradigm
	5.2 The Relevance of Reverse Logistics in the E-Commerce Sector
	5.3 Experimenting with Digital Innovation in LGH’s Reverse Logistics Process
		5.3.1 Reengineering the Reverse Logistics Process in LGH
		5.3.2 Digital Innovation Initiatives for Reverse Logistics in LGH
		5.3.3 A Forecasting System for Predicting Future Returns
			5.3.3.1 A Cobot-Based Cell to Support Inspection and Analysis of Returned Goods
		5.3.4 An Anomaly Detection System for Early Warning and Recommendations
		5.3.5 A Forecasting System for Predicting Returns
	5.4 The Effect of Digital Innovation Initiatives on LGH
	5.5 Conclusions
	References
Chapter 6: Digital Technologies for Sustainable Development: Opportunities and Challenges in the Renewable Energy Communities Paradigm
	6.1 Harnessing Digital Transformation for Renewable Energy Communities
	6.2 Digitalisation in the Energy Sector: Setting the Stage
		6.2.1 Renewable Energy Communities as the Driver of a Sustainable Transition
		6.2.2 Renewable Energy Communities and Digital Technology Adoption
	6.3 Unveiling Challenges in Digital Technology Adoption for RECs
		6.3.1 DTs Within REC Processes and Activities: Results of the Literature Review
		6.3.2 Dependency Impact Analysis of DTs within RECs
	6.4 Discussions and Conclusions: Navigating the Digital Transformation in RECs
	References
Chapter 7: Artificial Intelligence Platforms Enabling Conversational Chatbots: The Case of Tiledesk.com
	7.1 Introduction
	7.2 Transformation of the Customer Engagement Process Through the Chatbot
	7.3 The Rise of New Generations of Chatbots in the Customer Interface
		7.3.1 Legacy Chatbots
		7.3.2 No-Code Chatbots
	7.4 Opportunities and Challenges for Chatbot Adoption
	7.5 The Case of Tiledesk’s No-Code Chatbot
		7.5.1 A Demo Scenario
			7.5.1.1 Requirement 1: Uploading and Approving New CVs
			7.5.1.2 Requirement 2: Search for a CV Using Natural Language
	7.6 Conclusions
	References
Chapter 8: The Smart City as a Model of Digital Innovation for Urban Development
	8.1 Introduction
	8.2 The Urban Revolution: A Journey Through Smart Cities
		8.2.1 Smart Economy: Innovation and Competitiveness
		8.2.2 Smart Mobility: Infrastructure and Transport
		8.2.3 Smart Environment: Resource Efficiency and Sustainability
		8.2.4 Smart People: Creativity and Social Capital
		8.2.5 Smart Living: Evolving Living
		8.2.6 Smart Governance: Innovation for the City of the Future
	8.3 The Internet of Things: Connecting the Physical and Virtual Worlds
		8.3.1 First Level: Interface with the Physical World
		8.3.2 Second Level: Communication Hub in the IoT Ecosystem
		8.3.3 Third Level: SAC and Information Systems in IoT Data Integration
		8.3.4 LPWA: The Internet of Things Revolution
	8.4 Smart City Application Areas
		8.4.1 Intelligent Construction: Transforming Building Habits
		8.4.2 Framework for the Enhancement of Cultural Heritage
		8.4.3 Environmental Monitoring: A Sustainable City
		8.4.4 Smart Lighting for a Sustainable City
		8.4.5 Smart Metering: Energy Optimisation for a Sustainable Future
		8.4.6 Optimising Urban Mobility Through Smart Cities
	8.5 IoT Technologies for Territorial Security and Environmental Prevention
		8.5.1 Public Transport: Efficiency and Timely Information
		8.5.2 Urban Security: Intelligent Technologies for Citizen Protection
		8.5.3 Smart Waste Management: Innovations for a More Sustainable City
		8.5.4 Modernisation of Water Networks: Introduction to Smart Water Networks
	8.6 A2A Group: A Partner for Municipalities and Public Administration
		8.6.1 The Evolution of A2A: A Model for Buildings
			8.6.1.1 Intelligent Lighting
			8.6.1.2 Smart Parking
			8.6.1.3 Smart Waste Management
			8.6.1.4 Intelligent Water Network
			8.6.1.5 Smart Districts and the Technological Revolution in Urban Planning
			8.6.1.6 IoT Technologies and LoRaWAN Network
		8.6.2 Contribution of Smart Districts to Smart Cities
	8.7 Smart Cities and the Challenges for Sustainability: Innovation for a Green Future
	References
Chapter 9: Digital Innovation Ecosystems for the Sustainable Growth: Analysis of the Italian Circular Economy Platform and Networks
	9.1 Introduction
	9.2 State of the Art of the Digital Innovation Ecosystem for Sustainability
	9.3 Public Policies and Institutional Framework Supporting the Creation of Digital Innovation Ecosystems for the Circular Economy
	9.4 Italian Circular Economy Stakeholder Platform Analysis
	9.5 Circular Economy Lab
		9.5.1 Aim and Mission
		9.5.2 Activities and Network Created
		9.5.3 Achievements
	9.6 Circular Economy Platform of Ports (LOOP-Ports)
		9.6.1 Aim and Mission
		9.6.2 Activities and Network Created
		9.6.3 Achievements
	9.7 DigiCirc: Digital Innovations for the Circular Economy
		9.7.1 Aim and Mission
		9.7.2 Activities and Network Created
		9.7.3 Achievements
	9.8 ENEA Platform for Industrial Symbiosis
		9.8.1 Aim and Mission
		9.8.2 Activities and Network Created
		9.8.3 Achievements
	9.9 European Regions Towards Circular Economy (CircE)
		9.9.1 Aim and Mission
		9.9.2 Activities and Network Created
		9.9.3 Achievements
	9.10 Forest Sharing: An Innovative Platform Taking Care of Woods
		9.10.1 Aim and Mission
		9.10.2 Activities and Network Created
		9.10.3 Achievements
	9.11 Italian Circular Economy Stakeholder Platform (ICESP)
		9.11.1 Aim and Mission
		9.11.2 Activities and Network Created
		9.11.3 Achievements
	9.12 Italian Phosphorus Platform (IPP)
		9.12.1 Aim and Mission
		9.12.2 Activities and Network Created
		9.12.3 Achievements
	9.13 Circular Economy Network
		9.13.1 Aim and Mission
		9.13.2 Activities and Network Created
		9.13.3 Achievements
	9.14 Observatory for Innovative Packaging
		9.14.1 Aim and Mission
		9.14.2 Activities and Network Created
		9.14.3 Achievements
	9.15 R-PVC Hub
		9.15.1 Aim and Mission
		9.15.2 Activities and Network Created
		9.15.3 Achievements
	9.16 Taranto Circolare
		9.16.1 Aim and Mission
		9.16.2 Activities and Network Created
		9.16.3 Achievements
	9.17 The Economy of Francesco (EoF)
		9.17.1 Aim and Mission
		9.17.2 Activities and Network Created
		9.17.3 Achievements
	9.18 Tondo
		9.18.1 Aim and Mission
		9.18.2 Activities and Network Created
		9.18.3 Achievements
	9.19 Conclusion
	References
Chapter 10: Digital Transformation in International Education
	10.1 Introduction
	10.2 New Globalisation, the Covid-19 Pandemic and the Internationalisation of Higher Education
	10.3 Internationalisation: From Outwards to Inwards and Online
	10.4 The Virtual Internationalisation Activities of DEfI
		10.4.1 From the Emergency to a New Normal: Tracing the Long-Term Effects of Digital Transformation in Higher Education’s Internationalisation
		10.4.2 Implications for Inclusion and the Environment
	References