Abstract
Entrepreneurial universities are a significant element of entrepreneurial ecosystems and aspire to foster entrepreneurial initiative through their "third mission". However, while entrepreneurial ecosystems are scrutinized using a contextual approach to detect differences and similarities and how they affect entrepreneurship, little is known about how entrepreneurial universities impact entrepreneurial initiatives in general, considering multiple environments. Drawing on entrepreneurial university and entrepreneurial ecosystem theories, a conceptual framework is proposed that aims to explain the effect of the entrepreneurial university on an entrepreneurial initiative through its three "missions", using an entrepreneurial ecosystem taxonomy. Based on individual data from the Global Entrepreneurship Monitor, this entrepreneurial initiative analyzed 18 European countries in 2017. The results do not generally support the importance of entrepreneurial universities to entrepreneurial initiative. The relevance of entrepreneurial universities increases in more fragile entrepreneurial ecosystems since individuals need support over multiple dimensions. Conversely, the entrepreneurial universities that are embedded in stronger entrepreneurial ecosystems lose relevance and negatively affect the entrepreneurial initiative. Therefore, the value of entrepreneurial universities is reduced when individuals receive greater support from other dimensions. The variations across both groups suggest that the concept of entrepreneurial universities is not a contemporaneous phenomenon; however, their effect is progressively revealed by the maturity of each university's mission. This perspective substantially changes the understanding of entrepreneurial universities as a thwartwise strategy, suggesting that the universities' impact is expanded as their missions gradually evolve. Overall, the study contributes to an understanding of the implications for universities that blindly follow entrepreneurship, neglecting the exogenous environment, namely, the entrepreneurial ecosystem and individual drive.

Abstract
After the Cold War, the defense industries found themselves at a crossroads. However, it seems that they are gaining new momentum, as new technologies such as robotics and artificial intelligence are enabling the development of autonomous, highly innovative and disruptive intelligent systems. Despite this new impetus, there are still doubts about where to invest limited financial resources to boost high-tech defense industries. In order to shed some light on the topic, we decided to conduct a systematic literature review by using the PRISMA protocol and content analysis. The results indicate that autonomous intelligent systems are being developed by the defense industry and categorized into three different modes-fully autonomous operations, partially autonomous operations, and smart autonomous decision-making. In addition, it is also important to note that, at a strategic level of war, there is limited room for automation given the need for human intervention. However, at the tactical level of war, there is a high probability of growth in industrial defense, since, at this level, structured decisions and complex analytical-cognitive tasks are carried out. In the light of carrying out those decisions and tasks, robotics and artificial intelligence can make a contribution far superior to that of human beings.

Abstract
Keywords: family business; internationalization; SMEs; family SMEs; international expansion; family ownership

Abstract
The 2015-2030 agenda framed Sustainable Development as a Universal venture. This decision has a great historic significance as it encompasses building a better future for the whole of humanity, enrolling the millions who have been denied the chance to live a decent, dignified and fulfilling life and to achieve their potential. For the first time, an entire generation will have the chance to succeed in ending poverty while being the last to have a chance of saving the planet. The world will be a better place in 2030 if humanity succeeds in this journey. However, there is hovering skepticism around the feasibility of this accomplishment. The article aims to empirically test the (in)compatibilities among these objectives even for developed economies such as the European Union countries, demonstrating that unless solid bridges are built promoting innovative networks at a transnational level, welfare and prosperity among those ecosystems will be compromised. The results show that the Sustainable Development Goals (SDG) pillars have heterogeneous determinants, which are to some extent incompatible. Moreover, policy makers need to further reinforce multi-country compensations if the environment is to be preserved.

Abstract
Rapidly changing environments place different players at the vortex of the innovation process. Therefore, in the digital age, strong businesses are sometimes built on perceptions and on the approval of the community. The shift from linear value chains to ecosystems is likely to occur in 4.0 organizations adopting service or customer orientations, according to their participation in networked ecosystems. Moving from organization-centered innovation to ecosystem co-creation will approach individuals and institutions thus enhancing sustainable and smart product development along with trust. Embedded innovation is a self-sustained process in which firms and stakeholders interact in a common environment creating a common identity. Empirical results reinforce the role of open innovation strategies and the user community as pillars of sustainable innovation ecosystems. Policy actions need to reinforce these ecosystems as they will generate employment encompassing innovative and inclusive growth, fostering the resilience of societies and environmental sustainability. © 2021, The Author(s), under exclusive license to Springer Nature Switzerland AG.

Abstract
The recent emergence of e-commerce has brought a shifting paradigm into global markets. This revolutionary framework relying upon technological progress has conveyed a new era of commerce. More than ever, businesses are using digital marketplaces to stay relevant and competitive. Suddenly, buying online has become part of their daily routines. Accessibility, flexibility, and convenience make the internet the ideal platform for modern age consumers. Small and medium enterprises predominate in almost every industry generating employment, income, and sustainability. Nonetheless, e-commerce adoption among these organizations is yet to be widely undertaken. This article has a twofold objective: first, it gathers data regarding the emergence of e-commerce adoption by SMEs through a systematic literature review encompassing 32 indexed articles (published between 2003 and 2021). Secondly, it provides a quantitative and qualitative analysis identifying strategic options and guidelines for a smooth digital transition among these players. Lastly, some recommendations to policy makers were clipped to work as facilitators, given SMEs specificities. The future is digital and the struggle for e-commerce adoption and exploitation among these organizations is at the top of the agenda. It is central in maintaining the vibrancy of the business ecosystem, and is therefore a turnkey for economic recovery.