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18. Guidelines for Bibliometric‐Systematic Literature Reviews: 10 steps to combine analysis, synthesis and theory development.

Author

Marzi, Giacomo, Balzano, Marco, Caputo, Andrea, and Pellegrini, Massimiliano M.

Subjects
BIBLIOMETRICS, RESEARCH personnel, CRITICAL analysis, BEST practices, PRODUCTION increases
Abstract

The steady increase in academic production has been paralleled by a surge in the number of bibliometric and systematic literature reviews (SLRs) published. Over the years, scholars began to combine bibliometric analyses with SLRs. However, such combined approaches relied on fragmented methodological suggestions without clear guiding frameworks. This article introduces integrated guidelines for undertaking multi‐method literature reviews, combining bibliometric analyses with SLRs and theory development, which we call 'Bibliometric‐Systematic Literature Review' (B‐SLR). In doing so, we develop a 10‐step process on how to apply the B‐SLR. In each of the proposed steps, we discuss critical decisions and best practices to support researchers while crafting meaningful and theoretically relevant literature reviews. The B‐SLR is intended as a flexible toolbox designed to accommodate diverse research objectives in the miner–prospector continuum, spanning from reviewing, theorising, tracing future roadmaps or creating bridges among different topics. The B‐SLR incorporates the pillars of critical analysis, timeliness, coverage, rigour, coherence and originality of contribution, also emphasising the need for a novel and relevant theoretical contribution. The B‐SLR is supported by a companion website, providing additional resources to assist researchers in this 10‐step process: https://www.b‐slr.org. [ABSTRACT FROM AUTHOR]

Published
2025
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29. Conclusion

Author

Rialti, Riccardo, Marzi, Giacomo, Rialti, Riccardo, and Marzi, Giacomo

Published
2020
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38. Managing Generational Tensions Toward Digital Transformation: A Microfoundational Perspective

Author

Annosi, Maria Carmela, Balzano, Marco, Ciacci, Andrea, Marzi, Giacomo, Terlouw, Jasmijn, Annosi, Maria Carmela, Balzano, Marco, Ciacci, Andrea, Marzi, Giacomo, and Terlouw, Jasmijn

Abstract

The rise of digital technologies poses new organizational challenges, redesigning organizational structures, paving the way for new opportunities. Despite the growing body of research on digital transformation, there has been relatively little research on the microfoundational mechanisms that contribute to the successful digital transformation of workplaces. Drawing from the microfoundational perspective, this study examines managers' cognition regarding the digital transformation of the workplace, with a particular focus on how generational differences among managers influence such cognitions. To explore this topic, a case study was conducted using 25 semistructured interviews and field observations at a Dutch multinational enterprise. The findings identify key mechanisms related to digital transformation processes, highlighting how generational differences between managers belonging to Generation X and Generation Y necessitate efficient coordination to cope with organizational tensions and successfully pursue the digital transformation of workplaces. This coordination can be supported by orchestrating managers, a shared vision, and the development of a flexible paradigm. The study concludes with a discussion of the implications, limitations, and avenues for future research.

Published
2024

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