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Supply chain agility (SCA) has recently received considerable attention in the literature and in practice. Despite its popularity, the concept of SCA seems to be vaguely defined and loosely structured. More specifically, definitional ambiguity and conceptual fragmentation have prevented the concept of SCA from reaching its full potential. The time is ripe to address these issues through a systematic literature review.

A review and synthesis of the literature on SCA was undertaken. The authors selected 56 top-tier related articles for further analysis after applying rigorous filtering procedures.

The results of the review confirm that several key themes surround SCA's definition and enablers. In addition, consensus needs to be reached in terms of its performance dimensions and measures. Accordingly, this study constructed an encompassing definition, scrutinized SCA enablers and outcomes and thus developed an original framework for SCA, providing a unique conceptual contribution. Several research directions were also addressed accordingly.

The novelty of this research lies in the selection of highly recognized publications. It also provides an encompassing definition of SCA, consolidates its enablers for better communication and synthesizes its performance implications.

The purpose of this chapter is to introduce the concept of public business models and develop a theory for the process of developing and managing public business models.

This research synthesizes insights from various fields into a set of theoretical ideas that lay out what public business models are, to what extent they differ from commercial/industrial business models, and how they are developed and managed by public entrepreneurs.

Developing and managing a business model is an entrepreneurial task that has been missing from the public entrepreneurship literature. Public entrepreneurs perform these tasks using public and private resources, leveraging public institutional systems, and developing capabilities that differ in several dimensions from private entrepreneurs due to the nature of public goods and existence of quasi-markets where public business models are developed and used.

This chapter opens new avenues for research in public entrepreneurship by suggesting that (1) public business models form the foundation of public entrepreneurship, (2) public business models differ from commercial business models not in their functionality but rather in their scope and design, and (3) public business models co-evolve with public institutions to maintain their legitimacy and value creation potential.

This chapter equips public entrepreneurs with new insights into enterprising behaviors and the dynamism of value creation and capture in public ventures.

The current study represents the first attempt to directly incorporate the notion of business models into the public entrepreneurship literature.

Inclusive leadership is exhibiting signs of an emerging field of theory and practice. The purpose of this research is to systematically map this emergence and its various facets.

Citation information from 91 records on inclusive leadership were extracted from Scopus and analyzed using a series of citation and co-word techniques.

We identified six clusters of keywords that underpin the current state of research on inclusive leadership. We also unraveled a trend that suggests research on inclusive leadership is moving from a simple approach to leadership on healthcare and education to become a universally desirable style of leadership in parallel with the global increase in the importance of diversity and inclusion.

This study is the first attempt to develop a complete map of the domain of inclusive leadership. It also provides management researchers and practitioners with a tool for evaluating inclusive leadership publications and provides a systematic and objective means of determining the relative importance of the field in the development of the inclusive leadership research.

Bibliometric literature review (Meta analytic review)

The purpose of this paper is to explore and explain how market and technological knowledge gained by executives interact in a complementary fashion to form the knowledge structure of their business model which in turn enable them to make sense of underlying complexities surrounding management of strategic courses of action.

Unitizing, categorizing, and classifying (UCC) in conjunction with pattern-matching (power and proof quotes) as qualitative methods were used to analyse a series of semi-structured interviews with eight executives from five small manufacturing firms in Australia.

It was found that executives’ business modelling knowledge structure defined as the knowledge base that underpins their business models is developed from four interactions that exist between their market and technological knowledge. Particularly, executives can learn about technological aspects of their business model from market knowledge they acquire and also learn about marketing issues of their business model from technological knowledge they acquire. This interactive nature offers novel insights into versatility and fungibility of executives’ knowledge as a strategic resource that defines how business models evolve and shows how executives use knowledge as a non-rivalrous resource in different ways for developing different business models.

This study is limited in scope to: first, the context of executive of Australian small manufacturing firms and second, limited sources of data.

This study offers important implications for business modelling and strategic formulation of practicing managers. It particularly contributes to a fuller understanding of how executives’ learning contributes to the cognitive formation of business models. It also helps executives gain new insights into the importance of various types of knowledge and the complementary nature of their interactions in the development of novel mental models as a key managerial competency in today’s dynamic markets.

The conceptual framework developed and findings reported in this study have not been previously studied and offer novel insights into the literature on knowledge-based management, competitiveness, and business modelling.

The purpose of this chapter is to provide an overview of the research presented in this edited volume.

This report is based on 13 chapters, which vary in terms of research approach, design, and method, yet aims to present different types of diversity in organizations.

The chapters shed light on existing practices promulgating the value of diversity, while opening the road toward diverse definitions of diversity. Contributors provide a critical reflection of the current discourse on different types of diversity around the world. Findings indicate that multinational organizations are regularly confronted with the absence of the necessary sensitivity on behalf of their top management team and spokespeople. Empirical studies advocate strategies that could potentially facilitate both organizations and immigrants to overcome a plethora of challenges.

The report summarizes and integrates novel insights on how organizations approach, view, and manage different types of diversity.

The purpose of this paper is twofold. First, to address a key but neglected area of research in operation and strategy that is the association between strategic orientation of the firm and its innovation emphasis on the current and future operation initiatives. Second, to explore and examine respective performance implications of these two kinds of operation strategies.

Data from a carefully designed and conducted survey of Malaysia manufacturing SMEs were analysed using a structural equation modelling approach.

Findings suggest that strategic innovation is strongly associated with both types of innovative operation strategies and they bring about different operational and market performance outcomes for the firm. This sheds light on a new framework for understanding the strategic architecture of innovation in operation strategies.

This study was limited to the small manufacturing firms in Malaysia. As a result, to assess its generalizability it can be replicated in other sectors and also other countries.

Several managerial implications emanate from this research. Most notably is the notion that strategic orientation is a key antecedent of innovation in operation strategies and in particular, it affects both current and future related innovative initiatives. This indicates that executives of manufacturing firms must align their innovative moves with their strategic mind-set to achieve their desired outcomes both operationally and financially.

To the best of knowledge of the author and based on a comprehensive review of past research, this study is original in two ways: first it is the first research that links strategic orientation with dual innovative operation strategies and second it is the first attempt to investigate respective operational and financial outcomes of these associations separately. This framework adds new insights and original value to several bodies of knowledge.