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Nowadays, technology is increasingly being used in our everyday life and therefore, it appears we stand on the brink of the fourth industrial revolution. One of the economic sector that is the most affected by this technological advance is none other than that of finance. Indeed, financial technology, also known as fintech, has really taken off since the year 2012 and continues its expansion by always proposing new services. “Robo-advisors” are part of these new services and are considered to be the latest manifestation of the long technological development that has transformed the banking sector over the last twenty years. 
Recognized as the pioneers of this technology, U.S. companies such as Betterment, Wealthfront or Personal Capital possess the majority of the assets under management. Nevertheless, given the success achieved in the United States, new robo-advisors arrive in Europe with the dream of duplicating the success of their U.S. counterparts and thus conquer this new market with their automated wealth management services. Besides having a lower pricing structure, these latter present several advantages: they are faster to calculate and make fewer errors than humans, they provide unbiased advice not influenced by external emotions and they are transparent. 
Therefore, seeing those advantages, the following questions arise: will these robo-advisors pose a threat to the traditional financial institutions which may lose clients? Or should these traditional financial institutions see the emergence of robo-advisors as an opportunity to integrate this new technology into their business? 
In order to answer these questions, this study indicates which strategies a robo-advisor should follow if it wants to win the investors’ confidence and how traditional financial institutions react to the arrival of these new potential competitors.

Robo-advisor --- Fintech --- Automated wealth management --- Automation --- Human advisor --- Traditional financial institutions --- Incumbents --- Financial algorithm --- Transparency --- Sciences économiques & de gestion > Finance

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This Special Issue on “Business Models and Sustainable Development Goals (SDG)” presents five research studies that examine transformative business models designed to support the United Nations SDG Agenda for 2030. The studies examine SDGs from the firm to national levels. Every organization has a business model that defines how the organization is designed to function. It is the engine that powers an organization, defining the value proposition of the venture, how it balances resources with the ecosystem where it operates, and how it generates cash flow and creates value. Changes to an organization’s business model are recognized as a fundamental approach to implementing innovations for sustainability. The capability to transform or transition to new business models is an important source of competitive advantage, providing leverage to improve the performance of an organization. A sustainable business model includes pro-active management, monetary and non-monetary value for a broad range of stakeholders, and takes a long-term perspective. A sustainable business model is where change, success, and hope for our planet’s future rests.

sustainable development goals (SDGs) --- sustainability --- sustainable development --- project success --- infrastructure project --- strategy --- public management --- sustainable business model canvas --- sustainable business model archetype --- materiality matrix --- winery --- agri-food sector --- information technology --- enterprise --- business model --- business sustainability --- sustainable business model --- IT --- IS --- BM --- SBM --- green buildings --- LEED certification --- real estate development process --- drivers of sustainability --- incumbents --- sustainability transitions --- transitioning economy --- case of Lithuania --- n/a

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This Special Issue on “Business Models and Sustainable Development Goals (SDG)” presents five research studies that examine transformative business models designed to support the United Nations SDG Agenda for 2030. The studies examine SDGs from the firm to national levels. Every organization has a business model that defines how the organization is designed to function. It is the engine that powers an organization, defining the value proposition of the venture, how it balances resources with the ecosystem where it operates, and how it generates cash flow and creates value. Changes to an organization’s business model are recognized as a fundamental approach to implementing innovations for sustainability. The capability to transform or transition to new business models is an important source of competitive advantage, providing leverage to improve the performance of an organization. A sustainable business model includes pro-active management, monetary and non-monetary value for a broad range of stakeholders, and takes a long-term perspective. A sustainable business model is where change, success, and hope for our planet’s future rests.

Information technology industries --- sustainable development goals (SDGs) --- sustainability --- sustainable development --- project success --- infrastructure project --- strategy --- public management --- sustainable business model canvas --- sustainable business model archetype --- materiality matrix --- winery --- agri-food sector --- information technology --- enterprise --- business model --- business sustainability --- sustainable business model --- IT --- IS --- BM --- SBM --- green buildings --- LEED certification --- real estate development process --- drivers of sustainability --- incumbents --- sustainability transitions --- transitioning economy --- case of Lithuania --- n/a

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There are over a million jazz recordings, but only a few hundred tunes have been recorded repeatedly. Why did a minority of songs become jazz standards? Why do some songs--and not others--get rerecorded by many musicians? Shaping Jazz answers this question and more, exploring the underappreciated yet crucial roles played by initial production and markets--in particular, organizations and geography--in the development of early twentieth-century jazz. Damon Phillips considers why places like New York played more important roles as engines of diffusion than as the sources of standards. He demonstrates why and when certain geographical references in tune and group titles were considered more desirable. He also explains why a place like Berlin, which produced jazz abundantly from the 1920's to early 1930's, is now on jazz's historical sidelines. Phillips shows the key influences of firms in the recording industry, including how record companies and their executives affected what music was recorded, and why major companies would rerelease recordings under artistic pseudonyms. He indicates how a recording's appeal was related to the narrative around its creation, and how the identities of its firm and musicians influenced the tune's long-run popularity. Applying fascinating ideas about market emergence to a music's commercialization, Shaping Jazz offers a unique look at the origins of a groundbreaking art form.

Jazz --- Accordion and piano music (Jazz) --- Clarinet and piano music (Jazz) --- Cornet and piano music (Jazz) --- Double bass and piano music (Jazz) --- Jazz duets --- Jazz ensembles --- Jazz music --- Jazz nonets --- Jazz octets --- Jazz quartets --- Jazz quintets --- Jazz septets --- Jazz sextets --- Jazz trios --- Jive (Music) --- Saxophone and piano music (Jazz) --- Vibraphone and piano music (Jazz) --- Wind instrument and piano music (Jazz) --- Xylophone and piano music (Jazz) --- African Americans --- Music --- Third stream (Music) --- Washboard band music --- Social aspects --- History and criticism --- E-books --- History and criticism. --- Social aspects. --- African Americans. --- Berlin. --- German jazz. --- Milenburg Joys. --- New York. --- Victorian-era firms. --- Weimar Germany. --- adoption narratives. --- anti-jazz sentiments. --- authenticity. --- black musicians. --- bottled water. --- consumers. --- critics. --- cultural elites. --- cultural markets. --- cultural objects. --- cultural products. --- diffusion. --- discographical canon. --- disconnected cities. --- disconnectedness. --- geographic mobility. --- geography. --- green technology. --- identity sequences. --- identity threats. --- identity. --- incumbents. --- jazz music. --- jazz recordings. --- jazz standards. --- jazz. --- legitimacy. --- markets. --- mobility networks. --- musicians. --- nanotechnology. --- organizational role identities. --- product appeal. --- production. --- pseudonyms. --- race. --- re-recording. --- reception. --- record company deception. --- record company. --- record labels. --- recording industry. --- recording location. --- social congruence. --- social systems. --- sociological congruence. --- software.