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Reluctant Innovators: Dynamic Capabilities and Digital Transformation of Italian Opera Houses in the Pandemic Crisis

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  • Nicola Bellini

    (Institute of Management, Sant’Anna School of Advanced Studies, 56127 Pisa, Italy)

  • Marina Raglianti

    (Departamento de Educación, Facultad de Educación y Humanidades, Universidad de Tarapacá, Arica 1000000, Chile)

Abstract

This paper analyzes the impact of COVID-19 pandemic on the process of digitalization of Italian opera houses. Based on a conceptual framework provided by the literature on dynamic capabilities and digital transformation, the evidence collected from six case studies is presented. Results are discussed with reference to two ideal-types of pandemic-induced paths (“back to normal” vs “new normal”) and to the variables that explain differences in strategies: history, digital mindset of human resources staff, dominance, leadership and external integration. Relevant implications for both theory and policy and managerial practice are presented with regard to present and future innovation paths.

Suggested Citation

  • Nicola Bellini & Marina Raglianti, 2023. "Reluctant Innovators: Dynamic Capabilities and Digital Transformation of Italian Opera Houses in the Pandemic Crisis," Administrative Sciences, MDPI, vol. 13(3), pages 1-12, March.
    • Handle: RePEc:gam:jadmsc:v:13:y:2023:i:3:p:83-:d:1095594
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    References listed on IDEAS

    as
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    3. David J. Teece, 2007. "Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance," Strategic Management Journal, Wiley Blackwell, vol. 28(13), pages 1319-1350, December.
    4. Teece, David J., 2020. "Hand in Glove: Open Innovation and the Dynamic Capabilities Framework," Strategic Management Review, now publishers, vol. 1(2), pages 233-253, June.
    5. Kathleen M. Eisenhardt & Jeffrey A. Martin, 2000. "Dynamic capabilities: what are they?," Strategic Management Journal, Wiley Blackwell, vol. 21(10‐11), pages 1105-1121, October.
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