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This study investigates the impact of personal, organisational and innovation capability on technological innovation and further impacts on small and medium enterprises’ (SMEs') performance during uncertainty. Moreover, the moderator role of social sustainability orientation on the relationships of technological innovation, innovation performance and organisational resilience is also examined.

A quantitative approach using 524 SME responses and Smart PLS 4.0 are adopted in this research.

The results indicate a correlation between three types of capabilities with technological innovation and further conversion to organisational resilience. Additionally, social sustainability shows a negative moderating effect between innovation performance and organisational resilience. The research findings advanced the resources-based-view (RBV) by proposing three capability dimensions as platforms for SMEs' innovation success, which later generate resilience possibilities. Specifically highlighted in this study are the personal capabilities of managers, organisational capabilities and innovation capabilities in setting business objectives and resource allocation towards economic and sustainable goals during turbulence and uncertainty.

This study investigates the role of technological innovation and innovation on SME resilience. Notably, we deploy the social sustainability orientation as moderators towards the relationship between technological innovation, innovation performance and SMEs’ resilience. SMEs employing social sustainability orientation might negatively inhibit the translation from innovation performance to SME resilience, providing novel insights into navigating uncertainty in modern business. It has no effect on the relationship between technological innovation and its consequences.

Start-ups require a competitive advantage to integrate sustainable practices and develop organizational capabilities to thrive in dynamic business environments. However, implementation of these practices presents several ethical challenges. This study aims to quantify the influence of organizational capabilities (information technology capabilities and organizational virtues) on start-ups' competitive advantage and readiness to implement environmental, social and governance practices.

This study employed a survey design, and data were collected from 320 start-up founders and/or managers in India. The data were analyzed using Smart PLS 4.0.

The findings suggest that organizational capabilities, including information technology capabilities and organizational virtues, play an important role in enhancing start-ups' competitive advantage and readiness to implement sustainable practices. Dynamic capability mediates these relationships, while entrepreneurial orientation moderates the relationship between organizational virtues and dynamic capability.

This study has significant implications for organizations implementing sustainable business practices through the development and nurturance of organizational virtues and information technology capabilities. The study is also useful for leaders, managers and entrepreneurs in training and development, managing tradeoffs and maintaining important organizational capabilities to establish a balance between people’s concerns, the environment and profits.

Few studies have examined the role of organizational capabilities, sustainable business practices and competitive advantage in the context of start-ups. This study contributes to the literature on sustainable entrepreneurship and organizational capabilities.

The purpose of this paper is to systematically review the resilience literature to integrate the fragmented views and provide a more comprehensive understanding. This study aims to fill the gaps in the literature by discussing scientific contributions and highlighting the main issues in previous research findings regarding the definitions, dimensions and concepts that make up organizational resilience. This research highlights organizational resilience from a capabilities perspective.

This paper uses the systematic literature review method by searching all previous studies studying organizational resilience from 2014 to 2023. In total, there are 28 articles reviewed from the Scopus database.

This study found that resilience is a complex concept and has many definitions and dimensions. This study also conceptualizes organizational capability with a pyramid, which illustrates the basic framework of the six stages of the resilience process and hierarchically forms organizational resilience.

First, the keyword search strings on the repository database are currently limited to a few keywords. Need to broaden the range of keywords so as to produce a more comprehensive review. Second, the exclusion of books, book chapters and conference papers limits research findings and results. These sources are likely to enrich resilience development from various perspectives. Even though Scopus is the largest repository database, the research findings are not yet fully generalizable. Future researchers can add data from WoS, Ebsco or other databases. Literature obtained from various databases that can provide broader results.

The practical implications of this study are to provide a basis for managers in making decisions for organizational sustainability. Managers can consider each stage in the resilience capability pyramid as a reference for making strategic plans and relational orientation toward organizational members.

This research provides a hierarchical perspective on organizational resilience capabilities. For academics and practitioners, this study provides a critical and comprehensive systematization of the limited academic literature on resilience. This study also offers opportunities for further research to overcome the limitations of empirical testing of resilience capability construction using various theories and methodologies.

Organizational design has been suggested as a facilitator of an organization’s dynamic capabilities. This study aims to investigate the role of organizational design in the concept of dynamic capabilities and explores how it facilitates long-term dynamic capabilities in practice.

Empirical data were collected via a longitudinal case study conducted at a global company engaged in the development and manufacture of railway equipment. Specifically, this study focused on one of the organization’s sites in Sweden for a period of approximately five years.

Organizational design has a twofold impact on dynamic capabilities, functioning as both a facilitator and an impediment. It is essential for structures and processes to align with the available resources and capabilities of an organization. Moreover, managers’ beliefs and decision making significantly influence the extent to which organizational design choices effectively foster dynamic organizational performance.

This longitudinal case study contributes to the theory of dynamic capabilities by identifying key changes in an organization that is transforming to become more dynamic and the impact of organizational design on the organization’s dynamic capabilities.

This study aims to explore how to overcome and address the loss of exploratory innovation, thereby achieving greater success in exploratory innovation. This phenomenon of loss occurs when enterprises decrease their investment in and engagement with exploratory innovation, ultimately leading to an insufficient amount of such innovation efforts. Drawing on dynamic capabilities, this study investigates the relationship between organizational foresight and exploratory innovation and examines the moderating role of breakthrough orientation/financial orientation.

This study used survey data collected from 296 Chinese high-tech companies in multiple industries and sectors.

The evidence produced by this study reveals that three elements of organizational foresight (i.e. environmental scanning capabilities, strategic selection capabilities and integrating capabilities) positively influence exploratory innovation. Furthermore, this positive effect is strengthened in the context of a high-breakthrough orientation. Moreover, the relationships among environmental scanning capabilities, strategic selection capabilities and exploratory innovation become weaker as an enterprise’s financial orientation increases, whereas a strong financial orientation does not affect the relationship between integrating capabilities and exploratory innovation.

Ambidexterity is key to successful enterprise innovation. Compared with exploitative innovation, it is by no means easy to engage in exploratory innovation, which is especially important in high-tech companies. While the loss of exploratory innovation has been observed, few empirical studies have explored ways to promote exploratory innovation more effectively. A key research implication of this study pertains to the role of organizational foresight in the improvement of exploratory innovation in the context of high-tech companies.

This paper contributes to the broader literature on exploratory innovation and organizational foresight and provides practical guidance for high-tech companies regarding ways of avoiding the loss of exploratory innovation and becoming more successful at exploratory innovation.

The main purpose of this study is to investigate the role of organizational culture in creating a supportive environment for business model innovation (BMI) by focusing on the mediating role of strategic flexibility and the moderating effect of technological capability.

To achieve this objective an empirical survey was conducted among 379 participant firms in Greece. CFA and finally hierarchical regression analysis were performed to validate the data and examine the hypothesized relationships.

The results show that strategic flexibility mediates the relationship between organizational culture and BMI. The effect of organizational culture on strategic flexibility is stronger for firms with increased technological capability.

Data were collected at only one point in time from one country, Greece. This might pose limitations on the generalizability of our results. Furthermore, we did not explore many internal or external mediating or moderating factors in the relationship between organizational culture and BMI.

Managers should consider incorporating a suitable organizational culture into their strategies to enable them improve their strategic flexibility, which further promotes BMI.

The current state of knowledge of both theory and practice for critical organizational factors such as organizational culture, strategic flexibility, BMI and technological capability will be extended.

This study aims to examine the application of Wardley mapping on developing and implementing an information technology (IT) strategy in a small-scale business. This case study illustrates the potency of multitier analysis using Wardley mapping technique to explore capability gaps and areas to focus on before undertaking IT projects.

This study uses a single case of enterprise resource planning implementation and subsequent abandonment in a small-scale manufacturing company.

This study demonstrates that multitier analysis using Wardley mapping enables a comprehensive examination of organizational capabilities, including a granular analysis of issues that must be managed for successful implementation of an IT project.

While the findings of a single case study offer limited generalizability, this study sets out the approach that can be extended in more complex settings.

The approach to understanding the organizational capabilities required to execute IT projects, or any change management project, offers significant benefits to managers and leaders.

The authors make two distinct contributions: The Wardley mapping technique has emerged as a new tool for understanding business models, particularly in government projects notable in the UK. This study extends its application to the small-scale manufacturing sector. The second contribution is elaborating on multitier analysis, which allows a granular analysis of issues that can impair the IT project implementation, including an assessment of the organizational capabilities required to deliver a successful project.

Today, companies are struggling to develop their human resources analytics (HRA) capability, although interest in the subject is rapidly increasing. Furthermore, the academic literature on the subject is immature with limited practical guidance or comprehensive models that could support organisations in the development of their HRA capability. To address this issue, the aim of this paper is to provide a maturity model – i.e. HRAMM – and an interdependency matrix through which an organisation can (1) operationalise its HRA capability and assess its organisational maturity; (2) generate harmonious development roadmaps to improve its HRA capability; and (3) enable benchmarking and continuous improvement.

The research described in this paper is based on the popular methodology proposed by Becker et al. (2009) and the procedure for maturity evaluation developed by Gastaldi et al. (2018). This method combines academic rigour and field experience in analytics, in a process spanning eight main phases that involves literature reviews and knowledge creation techniques.

We define HRA maturity through four areas and 14 dimensions, providing a comprehensive model to operationalise HRA capability. Additionally, we argue that HRA maturity develops through an evolutionary path described in four discrete stages of maturity that go beyond traditional analytics sophistication. Lastly, the interdependency matrix reveals specific enablers for the development of HRA.

This paper provides practitioners with useful tools to monitor, evaluate and plan their HRA development path. Additionally, our research helps practitioners to prioritise their work and investment, generating an effective roadmap for developing and improving their HRA capability.

To the best of the authors’ knowledge, this study is the first to provide a model for evaluating the maturity of HRA capability plus an interdependency matrix to evaluate systematically the prerequisites and synergies among its constituting dimensions.

Achieving project performance goals in extremely resource-constrained environments, such as those of social enterprises, is challenging. These organizations often employ bricolage – making the most of available resources – to navigate challenging landscapes. This study aims to understand how bricolage capabilities enhance or attenuate organizational project outcomes in resource-constrained social enterprises.

An exploratory survey was conducted to understand project management practices in Canadian social enterprises. Established scales were used to measure constructs with confirmatory factor analysis, and linear regression was employed to analyze relationships.

The study provides empirical evidence of the positive influence of bricolage on organizational project performance, with a crossover interaction observed for moderators – entrepreneurial leadership and project management capabilities. While project capabilities strengthen the positive impact of bricolage capabilities on project performance, entrepreneurial leadership has the opposite effect.

The insights from this study offer an initial roadmap for project managers for effective resource acquisition and utilization through bricolage, ultimately enhancing project management effectiveness in resource-constrained environments.

Despite the crucial role of bricolage capabilities in resource-constrained environments, the project management literature has largely neglected this concept. It is unclear how organizations use bricolage to manage projects. This lack of understanding challenges organizations, hindering their ability to apply bricolage consistently and thoughtfully in managing projects. Our study provides a deeper understanding of how bricolage facilitates project performance and enriches our understanding of it as an effective resource mobilization strategy within social enterprises.

This study underscores the critical importance of knowledge management (KM) in the context of small and medium entrepreneurial firms (SMEFs) that aim to leverage their organisational learning capability (OLC) to enhance their product innovation performance (PIP). Drawing on the foundations of resource-based and contingency theories, this study delves into the impact of OLC on SMEFs' PIP through the intermediary role of KM, focussing on an emerging economy perspective. Additionally, this investigation explores how market dynamism (MDY) moderates the indirect connection between OLC and PIP via KM.

The study involved 262 SMEFs in Ghana, with data analysis conducted using PROCESS macros in SPSS 23.0 and LISREL 8.50.

This study's findings underscore the mediating role of KM in shaping the relationship between OLC and PIP. Furthermore, they reveal that, particularly in high MDY environments, the link between KM and PIP through KM is significantly strengthened.

The study clarifies that responding to MDY's demands is a complementary managerial capability enabling firms to channel their KM activities to improve PIP. Effectively, understanding the relationship between MDY and KM could substantially influence the policies and strategies managers adopt to improve PIP for organisational growth and survival.

This study extends the OLC–PIP research and contributes to the growing literature by offering a strong account of how OLC influences PIP and the prevailing boundary conditions that impact the KM-PIP relationship.