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This study aims to explore how digital platforms (DPs) contribute to value co-creation in municipal solid waste (MSW) management systems.

The present paper conducts an explorative analysis using single case study methodology. The case in question involves a DPs operating in Italy.

Empirical analysis shows that DPs help engage citizens in MSW and reduce the fragmentation in waste management systems by fulfilling a brokerage role that connects citizens, municipalities and waste management companies. The development of bidirectional knowledge and resource flow among actors contributes to better waste recycling processes, as well as fosters economic, environmental and social value co-creation in a complex public service.

This research is limited to a single case study within the Italian context, which may influence the generalizability of the findings. Future research could expand the scope to include multiple case studies across different geographical regions.

For practitioners and policymakers, this paper underscores the strategic benefits of adopting DPs in MSW management systems and thereby improving public service delivery.

The case analysis highlights that DPs can assist public actors in achieving numerous sustainable development goals by enhancing recycling rates and activating learning mechanisms among citizens.

This study contributes to literature by connecting different fields of research (i.e. waste management and public management) and using network theory to show how DPs can contribute to the economic, environmental and social sustainability of MSW while generating relevant benefits for the actors involved.

This study aims to explore the resource development process implemented by a small consulting firm, active in a traditional industrial context, pursuing the innovation path to develop solutions within the Industry 4.0 (I4.0) domain.

This study undertakes a single qualitative case study of Sinergia, an Italian innovative small consulting firm. The case study is analyzed through critical events and adopting the 4 R model, developed within the industrial marketing and purchasing (IMP) approach.

The analysis highlights a transition from knowledge broker to solution provider, based on a process of networking, with a relevant strategizing effort, and of assembling internal, external and shared resources. Three patterns in the evolution of the company’s innovation path emerge: resource-oriented networking, hybrid resource development and resource assembly.

The empirical study provides novel empirical evidence over localized innovation processes in I4.0 by exploring the innovation path pursued by a small consulting firm in connection with the local business. The study represents a theoretical development in terms of the 4 R model as it suggests the need to further conceptualize the category of technical resources – including products and facilities – in the increasingly complex I4.0 domain and provides insights on the changing role of actors in networks underpinned by emerging resource structures.