Abstract
The European Union has been making efforts to increase energy efficiency within its member states, in line with most of the industrialized countries. In these efforts, the energy consumed by public lighting networks is a key target as it represents approximately 50% of the electricity consumption of European cities. In this paper we propose an approach for the autonomous management of public lighting networks in which each luminary is managed individually and that takes into account both their individual characteristics as well as ambient data. The approach is compared against a traditional management scheme, leading to a reduction in energy consumption of 28%.

Abstract
Many domestic enterprises in emerging economies are concerned with the question of how to better utilize the portfolio of technology sourcing channels to achieve rapid economic growth by technological innovation. This paper looks at this issue by exploring the impacts of knowledge acquisition diversity (KAD) on innovation performance of domestic enterprises in China and the technological contexts (in terms of technology gap and technology development speed) under which KAD is most likely to contribute. Using panel data of the manufacturing industry in China over the 2001-2009 period, the results show that KAD has an inverse U-shaped relationship with innovation performance in terms of both product-related innovation performance (NPS) and knowledge-related innovation performance (PAT). Specifically, it reveals that the capability to generate technological innovation over time is dependent on how domestic enterprises manage their portfolio of knowledge sourcing channels to learn from foreign enterprises. Moreover, it is shown that the technology gap significantly moderates the inverted U-shaped relationship between KAD and both NPS and PAT. Technology development speed has a moderating effect on the inverted U-shaped relationship between KAD and innovation only in terms of NPS. The results of this study can help us to understand the relationships among technological contexts, KAD and innovation performance of domestic enterprises in emerging countries.

Abstract
Purpose This paper aims to investigate supply chain (SC) strategies, analyzing the adoption of lean, agile, leagile and traditional SC strategies with respect to product characteristics, environmental uncertainty, business performance and innovation performance. Design/methodology/approach The paper presents an empirical analysis carried out on a sample of 329 companies. Cluster analysis was applied, based on lean and agile SC characteristics, to identify patterns among different SC strategies. One-way analysis of variance of different constructs by types of SC clusters was conducted to test the research hypotheses. Findings Cluster analysis indicates that the companies studied adopt four types of SC strategies - lean, agile, leagile and traditional. The differences between the clusters are identified and discussed, highlighting that companies adopting a leagile SC strategy present the highest performance, while those that adopt a traditional SC present the lowest; companies adopting an agile SC compete in the most complex and dynamic environments, while companies with a lean SC present a clear predominance of functional rather than innovative products. Originality/value Based on the analysis of the relationship between constructs that have not been addressed previously, the paper adds to the knowledge regarding the role of SC strategies, as well as the antecedents and consequences of their adoption. The results may support managers in the difficult task of choosing the "right" SC strategy.

Abstract
The purpose of this paper is to study how the fit between innovation capabilities and supply chain (SC) strategies affects business performance. An empirical study based on a sample of 329 companies from Portugal and Brazil was performed to test a theoretical model based on the resource-based view. Linear and hierarchical regression analyses are conducted to test the hypotheses. The different combinations of core and supplementary innovation capabilities and lean and agile SC strategies are empirically tested and discussed. Data reveal that core and supplementary innovation capabilities positively impact on business performance and that SC strategies moderate the relationship between innovation capabilities and business performance. The analysis also shows that the combination of an agile SC strategy and supplementary innovation capabilities offers the greatest opportunities to improve business performance. The results of this study could help managers to choose the most appropriate SC strategy, thus contributing to increasing the impact of innovation capabilities on business performance. This study contributes to the knowledge concerning the consequences of adopting different innovation capabilities and SC strategies on business performance.

Abstract
Although the relationship between supply chain (SC) and innovation has attracted attention from researchers in recent years, the relationship between innovation capabilities and SC strategies is a subject that has not yet been explored extensively. The main objective of this paper is to examine how SC strategies affect the relationship between innovation capabilities and business performance. The paper, characterised as a conceptual paper with the aim of contributing to theory building, is based on the concept of fit and on the principles of the contingency theory and the resource-based view. Further, a literature review and a theoretical discussion, a theoretical model and a set of research propositions are presented. The theoretical rationale shows the potential for improvement in performance through the relationship between innovation and SC and can be used to boost empirical research on the topic. Copyright © 2020 Inderscience Enterprises Ltd.

Abstract
Purpose The purpose of this paper is to conduct a systematic literature review (SLR) to identify the main firm-level performance indicators and group them in dimensions that support decision-making in the wine industry. Design/methodology/approach To achieve this goal, an SLR approach was conducted in the Scopus database from 2009 to 2019. From a set of 607 articles, only 25 studies related to firm-level performance indicators were considered and, following an inductive thematic analysis and an interpretative synthesis, separated into different specific foci that include social, economic and environmental dimensions. Findings There is a limited number of papers identifying indicators regarding the firm-level performance of wine firms, and even fewer studies including indicators on an integrated approach to measure the different dimensions of firm performance. This paper documents that economic and environmental indicators cover 78.2% of all SLR indicators analyzed. As this group of indicators is limited to a set of sub-dimensions, this paper found that several groups of indicators are misrepresented, such as product portfolio or certifications related to marketing activities and indicators covering purchasing and supply chain activities, which play a crucial role in the competitiveness of the wine industry. Practical implications For practitioners, it discloses the most pertinent indicators they need to improve to craft their business strategies. This framework is of added value for policymakers to customize their support programs for specific producers to develop their competitive strategies. It could be deployed in teaching programs as a tool to address the importance of aligning different types of indicators to achieve firm-level performance in the wine industry. Originality/value This study contributes to the literature identifying a framework of analysis that includes indicators of four dimensions, namely, economic, social, territorial and environmental. This framework aims to relate performance measures to corporate strategy as a management control tool. The framework intends to improve the fit between firms' activities and their competitive context and to be flexibly adapted to various products/firms in the wine industry.