Modelling and managing innovation lab as catalyst of digital transformation: theoretical and empirical evidence

Purpose The paper aims to discuss the role of innovation labs as innovative management models to foster digital and continuous innovation practices within organisations of the digital ecosystem. A meta-model resulting from the analysis of the case study is proposed to describe the key phases and the relevant issues for the effective management of innovation labs as catalysts of digital innovation. Design/methodology/approach The paper combines theoretical insights with the empirical evidence gathered from a case study. The case study concerns the analysis of an innovation lab engaged in fostering innovation capacity and supporting digital transformation in a regional tourism ecosystem. Findings The study advances theoretical and practical knowledge about how to effectively design and manage innovation labs. Furthermore, the research provides scholars and practitioners with useful insights and implications for the elaboration, development and assessment of the managerial initiatives aimed at supporting organisations in facing the severe challenges of digital transformation, as well as in increasing organisations' innovation capacity and continuous innovation attitudes. Originality/value The originality and value of the paper reside in enriching the empirical base for a later theory building on management issues of innovation labs, as well as in the proposal of a grounded-theory-based model for their successful management. In doing so, the study fills a relevant gap emerging in the current literature such as the lack of studies dealing with management models for the implementation of digital innovation strategies to manage digital knowledge, foster continuous innovation and based on innovative approaches and methodologies.