Sustainability is an essential goal for companies to pursue alongside their efforts to cope with a period of economic crisis and uncertainty. Technologically mature manufacturing sectors need to preserve their competitiveness, and process and product innovation may no longer be sufficient to stimulate demand. Strategic innovation is one possible option to address this challenge. However, methods to implement this new paradigm are still underexplored. This paper analyzes the Italian and Spanish ceramic tile industries as a prime example of process digitalization and environmental practices in the European manufacturing context. Through the application of multi-criteria analysis, this study aims to investigate the possibilities provided by strategic innovation to companies in this sector, in order to be able to compete with producers in emerging countries who use price strategies as the only lever of their competitiveness. To this end, dimensions relating to operations, market, economy, society and the environment are considered herein. Our results show that the multidimensionality of industrial organizations should stimulate manufacturing firms not only to look at customer needs from a price point of view, but to commit to including social and environmental attributes in their products, such as the green-circular premium and sustainability certification. These two practices represent strategic innovation. This presents a complex challenge involving widespread change that concerns entrepreneurship, management and industrial policies.

可持续性是公司在应对经济危机和不确定性时期的努力的同时追求的基本目标。技术成熟的制造业需要保持竞争力，而工艺和产品创新可能不再足以刺激需求。战略创新是应对这一挑战的一种可能选择。然而，实现这种新范式的方法仍未得到充分探索。本文将意大利和西班牙的瓷砖行业作为欧洲制造环境中流程数字化和环境实践的主要例子进行了分析。通过应用多标准分析，本研究旨在调查战略创新为该行业的公司提供的可能性，为了能够与新兴国家的生产商竞争，这些国家将价格战略作为其竞争力的唯一杠杆。为此，本文考虑了与运营、市场、经济、社会和环境相关的维度。我们的研究结果表明，产业组织的多维性应该激励制造企业不仅从价格的角度看待客户需求，而且致力于在其产品中包含社会和环境属性，例如绿色循环溢价和可持续性认证. 这两种做法代表了战略创新。这提出了一个复杂的挑战，涉及涉及创业、管理和产业政策的广泛变化。此处考虑了与运营、市场、经济、社会和环境相关的维度。我们的研究结果表明，产业组织的多维性应该激励制造企业不仅从价格的角度看待客户需求，而且致力于在其产品中包含社会和环境属性，例如绿色循环溢价和可持续性认证. 这两种做法代表了战略创新。这提出了一个复杂的挑战，涉及涉及创业、管理和产业政策的广泛变化。此处考虑了与运营、市场、经济、社会和环境相关的维度。我们的研究结果表明，产业组织的多维性应该激励制造企业不仅从价格的角度看待客户需求，而且致力于在其产品中包含社会和环境属性，例如绿色循环溢价和可持续性认证. 这两种做法代表了战略创新。这提出了一个复杂的挑战，涉及涉及创业、管理和产业政策的广泛变化。我们的研究结果表明，产业组织的多维性应该激励制造企业不仅从价格的角度看待客户需求，而且致力于在其产品中包含社会和环境属性，例如绿色循环溢价和可持续性认证. 这两种做法代表了战略创新。这提出了一个复杂的挑战，涉及涉及创业、管理和产业政策的广泛变化。我们的研究结果表明，产业组织的多维性应该激励制造企业不仅从价格的角度看待客户需求，而且致力于在其产品中包含社会和环境属性，例如绿色循环溢价和可持续性认证. 这两种做法代表了战略创新。这提出了一个复杂的挑战，涉及涉及创业、管理和产业政策的广泛变化。