Knowledge-based approach to sustainability in smart projects

Purpose – We want to analyse how knowledge can favour growth through open and social innovation models (Chesbrough, 2003, Komninos et al., 2011). In particular we focus on smart cities, realized to identify “innovative solutions to city management” (Toppeta, 2010), in order to underline how they can support sustainability (Tanguay et al., 2010). We start examining the smart growth, focusing on the inputs induced by smart cities policies. Then we analyse the firms, searching for the motivations (Ardichvili et al., 2003) of their establishment in smart territories and finally we underline the role of knowledge sharing between firms and local actors. Methodology – We conduct a case studies analysis (Yin, 2003) aiming to compare different urban contexts and define the issues emerging from literature review in line with our purpose. Case studies approach is suitable when studying knowledge in contexts definable as similar (Davenport, 1997). Moreover we have chosen to investigate three smart projects classified on the basis of their dimension as city (Malta), corridor (Manchester), and district (Barcelona). Furthermore we have selected the empirical evidences taking into account the project leader, as we have a joint venture (Malta), a pool of local agencies (Manchester), and an in-house company public owned (Barcelona). Originality/value – This research sheds some new light on the role of knowledge in smart cities as knowledge is not commonly considered as an autonomous and relevant feature. This lack of consideration is confirmed when analysing smart cities’ models and platforms (Bifulco et al., 2014), but just as embedded in (and carried by) actors (Lombardi et al., 2011), hence it is often hidden behind other aspects. In our research we underline its relevance in smart projects and we describe as it can be considered as a priority to set up a fertile ground for smartization and sustainability through social innovation. Practical implications – Our results enhance the approach to knowledge when proposing social innovation initiatives: the project leaders involved in smart projects can read through different lens the prevailing models to leverage on knowledge (Dhanaraj and Parkhe, 2006) in order to reach sustainability aims. This knowledge-centred approach can favour the mixing and circulation of several sources of knowledge (Anttiroiko et al., 2013). Moreover the creation of new knowledge can favour participation from the different urban actors (Paskaleva-Shapira and Barroca, 2012). Finally the focus on sustainability through knowledge management can be a stimulus to the location of firms in a specific territory (Porter, 2000).