From music to movies to news, the cultural and creative industries have undergone a rapid process of digitalisation that has had a common pattern over the years: the emergence of digital platforms that transformed the link between tradition and innovation. Among the cultural and creative industries, the cultural heritage sector has followed a different pattern. In this sector, digital platforms have not brought the physical world to converge with the digital one but have combined tradition and innovation to originate a “phygital” experience. Through a longitudinal in-depth study of the digital platform launched by Google in the cultural heritage sector in 2011, our evidence shows that instead of breaking the link between tradition and innovation, digital platforms act as a fulcrum in industries where idiosyncratic product/service characteristics keep the logic of supply and demand anchored to the tangibility of the physical world. The study contributes to the literature on innovation and strategic management by highlighting the role of digital platforms in promoting social and economic development in the cultural and creative industries. Furthermore, our evidence provides important implications on how digital platforms can augment, complement, and amplify - without cannibalising - the way people live their cultural and creative experiences

The term "Procurement 4.0" characterizes the fundamental transformation of procurement through the adoption of Industry 4.0 technologies. Despite the growing academic interest, the practical implementation of these technologies lags. Therefore, this paper presents a conceptual framework aimed at promoting the integration of advanced technologies in procurement, facilitating its evolution towards Procurement 4.0. The framework serves as a guideline, aligning existing Procurement 4.0 applications with typical processes, highlighting application potentials, and identifying blind spots. A Systematic Literature Review (SLR), complemented by thematic, content, and frequency analysis, examined over 200 applications across various procurement sub-processes and task areas. Findings indicate a focus on strategic rather than operational applications in the literature, with technology evolution posing implementation challenges for organizations focused on potential benefits rather than specific technologies. Our framework offers practitioners guidance on navigating this transformation and provides academics with an updated synopsis of key Procurement 4.0 applications for further research.

Many complexities emerge in managing socialization mechanisms among public and private members, especially when creating value and delivering high-quality services. Our study aims to address such an underexplored concept of socialization mechanisms in supply chain and procurement literature to comprehend how the perceived value of a procurement project is conveyed to end customers. Our focus is a single case study of a joint venture for which we adopt interpretive qualitative research. Following the Gioia protocol, we examine eight semi-structured interviews in depth, gaining novel insights across three organizational levels (i.e., top management, contract monitoring, and operational level). The analysis is carried out throughout the joint venture’s establishment and transition phases. Our findings point toward a shift in socialization mechanisms from a static and traditional state toward integrated and dynamic mechanisms that embrace change and evolving needs. Furthermore, we offer three propositions that contribute to the theoretical understanding and development of socialization mechanisms. Our research provides a conceptual framework that serves procurement management in shaping organizational behavior and decision-making processes.