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This work presents a synthesis of a debate regarding taken-for-granted assumptions and challenges in entrepreneurship education, matured after a developmental workshop organized to increase the research salience of the field. From the five contributions selected, three challenges emerge. The first is recognizing that participants’ representations about entrepreneurship play a crucial role in defining goals and impact of entrepreneurship education; second, integrating new perspectives of conceiving entrepreneurship into the current models of teaching entrepreneurship; and, lastly, facilitating the integration of entrepreneurship knowledge into practice. These challenges opened up to a conception of entrepreneurship education as a dynamic concept reflecting personal values, societal changes, and cultural differences. As a result, learning places of entrepreneurship education promotes exploration and not adaptation to existing schemes, where personal models for practicing entrepreneurship have room to emerge. Defining knowledge priorities, instead of targeting knowledge exhaustiveness, becomes of greatest importance to make entrepreneurship education‘s impact more relevant.

This work presents a synthesis of a debate regarding taken-for-granted assumptions and challenges in entrepreneurship education, matured after a developmental workshop organized to increase the research salience of the field. From the five contributions selected, three challenges emerge. The first is recognizing that participants’ representations about entrepreneurship play a crucial role in defining goals and impact of entrepreneurship education; second, integrating new perspectives of conceiving entrepreneurship into the current models of teaching entrepreneurship; and, lastly, facilitating the integration of entrepreneurship knowledge into practice. These challenges opened up to a conception of entrepreneurship education as a dynamic concept reflecting personal values, societal changes, and cultural differences. As a result, learning places of entrepreneurship education promotes exploration and not adaptation to existing schemes, where personal models for practicing entrepreneurship have room to emerge. Defining knowledge priorities, instead of targeting knowledge exhaustiveness, becomes of greatest importance to make entrepreneurship education‘s impact more relevant.

In letteratura, molto è stato scritto sui due costrutti fondanti di questa ricerca: heritage e trasformazione digitale. Pochissimi articoli però hanno messo in relazione questi due costrutti, soprattutto nessuna ricerca è stata condotta su come l'heritage, se "attivato", possa diventare esso stesso una dynamic capability che aiuta le aziende ad affrontare la sfida della trasformazione digitale. Inoltre, questa ricerca si è concentrata sul settore dello Champagne, un mercato tradizionale, elitario e molto conservatore. Un contesto in cui il patrimonio gioca un ruolo fondamentale per potersi distinguere dai competitors. Fondamentalmente, molte aziende sono consapevoli dell'heritage dentro di sé ma, ormai è presente da così tanto tempo che lo danno per scontato. Questa ricerca si propone di analizzare la relazione tra heritage e trasformazione digitale. L'idea alla base di questa ricerca è quella di considerare l'heritage come una dynamic capability, un'abilità che può essere "attivata". Una rassegna della letteratura sulla trasformazione digitale ha mostrato che l'heritage gioca spesso un ruolo "conservatore", una sorta di resistenza ai cambiamenti, soprattutto quelli digitali. La storia, le tradizioni, le persone e le strategie che hanno caratterizzato quell'azienda hanno creato una traiettoria difficile da cambiare. Partendo da una domanda generale: che rapporto c'è tra heritage e trasformazione digitale? Poi mi sono concentrata su: RQ1: A quale delle 3 dynamic capability è riconducibile l'heritage? RQ2: È possibile ipotizzare delle condizioni organizzative per l'attivazione dell'heritage? La costruzione dell'heritage è spesso collegata al concetto di azienda familiare, artigianato e qualità del prodotto. Ma più in generale, valorizzare la storia di un'azienda, rendendola rilevante per il presente e per il futuro, permette ai brand di differenziarsi e creare un vantaggio competitivo, di comunicare i propri valori, creare una connessione emotiva con i, In literature, much has been written about the two founding constructs of this research: heritage and digital transformation. But, very few articles have related these two constructs, above all no research has been done on how heritage, if activated, can itself become a dynamic capability that helps companies face the challenge of digital transformation. In addition, this research focused on the Champagne sector, a traditional, élite and very conservative market. A context in which heritage plays a fundamental role in distinguishing itself from other competitors. What is fundamental is that many companies are aware of the historicity within themselves but, taking it a little for granted, they cannot make fun of this. This research aims to analyze the relationship between heritage and digital transformation. The idea behind this research is to consider heritage as a dynamic capability, a skill that can be "activated". A literature review on digital transformation has shown that heritage often plays a "conservative" role, a sort of resistance to changes, especially digital ones. The history, traditions, people and strategies that characterized that company have created a trajectory that is difficult to change. Starting from a general question: what relationship is there between heritage and digital transformation? I then focused on: RQ1: To which of the 3 dynamic capabilities can the heritage be traced? RQ2: Is it possible to hypothesize the conditions for activating the heritage? The heritage construct is often linked to the concept of family business, craftsmanship and product quality. But more generally, enhancing the history of a company, making it relevant for the present and for the future, it allows brands to differentiate themselves and create a competitive advantage, to communicate their values, create an emotional connection with the consumer and affirm their own authenticity. To answer the research questions that guided this study, I used, starting from an