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The purpose of this paper is to explore the nature of a competitive action and its impact on the response of rivals in the digital market. Specifically, this paper introduces the concept of action complexity and action variation to delineate the configuration characteristics of each digital competitive action and empirically investigates how these action characteristics further affect rivals’ response speed.

This paper uses structural content analysis methods to code competitive actions based on the news of Chinese online travel agencies (OTAs) from 2010 to 2015. The cox proportional hazards regression models are employed to test the hypotheses.

The results indicate that action complexity of the focal firm is negatively associated with rivals’ response speed as it constrains their interpretation (awareness), motivation and capability to respond, while action variation of the focal firm is positively associated with rivals’ response speed as it enhances their attention (awareness) and motivation to respond. Furthermore, the negative relationship between action complexity and response speed is weaker when action variation is high.

Further to advancing competitive dynamics theory, this paper proposes an action-configuration perspective to explore the particular content and quality of each digital competitive action. The discussion of competitive rivalry between OTAs also enriches the application of competitive dynamics in the digital market. Meanwhile, this paper further clarifies the decision-making process of rivalry drawing on the awareness–motivation–capability (AMC) framework.

This study investigates the extent to which a firm’s centrality and autonomy in its supply network are associated with the intensity and complexity of its competitive actions.

Utilizing social network analysis and dynamic panel data models, this study analyzes a comprehensive panel dataset with 10,802 firm-year observations across various industries between 2011 and 2018 to test the hypotheses.

Our findings show that a firm’s level of centrality in its supply network has an inverted U-shaped relationship with both competitive intensity and competitive complexity. In addition, the turning points of these two inverted U-shaped relationships differ in that firms with a lower level of centrality tend to compete aggressively by launching more actions within fewer categories, while firms with a higher level of centrality tend to compete aggressively by launching fewer actions that cover a larger range of categories. Finally, we find that a firm’s structural autonomy has a positive relationship with competitive complexity.

This study bridges the gap between the supply chain management literature and strategic management literature and investigates how supply networks shape competitive aggressiveness. In particular, this research investigates how a firm’s structural position in its supply network affects its competitive actions, an important intermediate mechanism for competitive advantage that has been overlooked in the supply chain management literature.

This paper aims to examine the effect of new product launch actions and firm reputation on firm performance in the Chinese auto industry.

This analysis adopts empirical data from 66 auto firms in China’s auto market from 2007 to 2012 to explore how new product launch actions undertaken by a firm can contribute to achieving superior performance and to investigate the relationships between new product launch actions and firm performance. Moreover, how firm reputation interacts with new product launch actions to affect firm performance is also investigated. Fixed effects regression model following the Hausman specification test was used to quantitatively examine the relationship.

It was concluded that the focal firm’s new product launch actions, including new product launch breadth, complexity and heterogeneity of its new repertoire of product launch actions, and firm reputation can impact its performance. Firm reputation can impact the signaling process and the capability of firms to enhance their performance via new product launch movements.

This research contributes to new product launch research by providing a more comprehensive view of competitive dynamic actions by which a firm’s performance is strengthened by examining the effects of two factors that affect performance. These factors are as follows: the characteristics in terms of breadth, complexity, and heterogeneity of new product launch actions undertaken by a firm and the characteristic of firm reputation.

Project complexity has been researched much. The majority of publication is searching for law-like relations or development of descriptive frameworks. More prescriptive knowledge is needed to guide the project managers in navigating the project complexity in project managers' pursuit of success. Identifying the complexities of a given project is a real-world problem for project managers (Mikkelsen et al., 2021). The purpose of the paper is to investigate the research of prescriptive knowledge on the management of project complexity.

Based on a longitudinally case study, this paper uses Action Design Research (Sein et al., 2011) (ADR) to research the management of project stakeholder complexity. ADR is a variation of action research (AR) with inspiration from design science (Hevner et al., 2004) where an artifact is designed to solve a real-world problem. In this case study, an information system was configured in collaboration with the project managers of the recipient organization.

The findings from the research project are presented using the affordance theory (Gibson, 1977) as a framing concept and give special attention the affordance perception (Pozzi et al., 2014). Among the project managers, who were very engaged in the co-design, the majority refrained from activating the information system and got the outside view from the stakeholders. Interviews afterward identified “fear of bad project ratings from the stakeholder” as the main course of resistance to deploy the surveying information system.

The paper contributes on two levels. The paper presents a novel approach to researching project complexity based on engaging the stakeholder in generating a common perception of the ongoing state of the projects. The paper also contributes insights into reasons for reluctance on the part of the participants (the project managers) of the recipient organization and hereby adds to the understanding of the organizational change aspect of AR in the research of project management. The paper concludes with the identified benefits of using ADR in research on project complexity management and gives recommendations for future research.

The purpose of this paper is to consider knowledge from a new perspective that permits a rational analysis and interpretation of knowledge as it applies to learning and action in simple, complicated and complex situations.

This paper provides a fine‐grain analysis of knowledge. Specifically it looks at: the special relationship between knowledge and information (Kn_I and Kn_P); knowledge types, the characteristics of knowledge used for different types of work; and levels of knowledge in terms of surface, shallow and deep. Following a discussion of knowledge from the these three frames of reference, this model is used to explore similarities in levels of learning, then it is applied to the complexity of situations, the complexity of making decisions and the complexity of actions.

There appears to be a correlation among the levels of knowledge and the corresponding levels of learning and action. In addition, the breakdown of systems into the classic three areas of simple, complicated and complex carry over into the three corresponding levels (surface, shallow and deep) as applied to learning and knowledge.

This is a new frame of reference for considering knowledge. This analysis can be used to ask relevant questions about specific levels of knowledge. It also enables managers to recognize the scope and depth of knowledge available to maximize problem solving, decision making and action in simple, complicated and complex situations. Further, it permits knowledge developers to tailor learning and knowledge to improve knowledge sharing and conservation.

Develops the idea of complexity and its implications for our understanding of organisations and society. One such implication is the constitution of autonomous units within autonomous units. This notion is at the core of recursive organisations. Each of these autonomous units requires strengthening in its identity, cohesion and citizenship in order to perform well in its medium. However, in contemporary societies the rule is fragmented institutions rather than whole organisations. Further research is necessary in order to understand how to make more likely the emergence in society of recursive organisations.

The purpose of this paper is to propose a layered adjustable autonomy (LAA) as a dynamically adjustable autonomy model for a multi-agent system. It is mainly used to efficiently manage humans’ and agents’ shared control of autonomous systems and maintain humans’ global control over the agents.

The authors apply the LAA model in an agent-based autonomous unmanned aerial vehicle (UAV) system. The UAV system implementation consists of two parts: software and hardware. The software part represents the controller and the cognitive, and the hardware represents the computing machinery and the actuator of the UAV system. The UAV system performs three experimental scenarios of dance, surveillance and search missions. The selected scenarios demonstrate different behaviors in order to create a suitable test plan and ensure significant results.

The results of the UAV system tests prove that segregating the autonomy of a system as multi-dimensional and adjustable layers enables humans and/or agents to perform actions at convenient autonomy levels. Hence, reducing the adjustable autonomy drawbacks of constraining the autonomy of the agents, increasing humans’ workload and exposing the system to disturbances.

The application of the LAA model in a UAV manifests the significance of implementing dynamic adjustable autonomy. Assessing the autonomy within three phases of agents run cycle (task-selection, actions-selection and actions-execution) is an original idea that aims to direct agents’ autonomy toward performance competency. The agents’ abilities are well exploited when an incompetent agent switches with a more competent one.

The purpose of this paper is to compare and contrast a customer‐focused service process diagram tool (blueprinting) with an organizational‐focused process diagram tool (business process modeling notation, or BPMN).

Using a hotel stay as an example, the paper presents both a service blueprint and a BPMN diagram. The authors then explicitly discuss the similarities, differences resulting from an ontological comparison of service blueprints and BPMN, and show where the two tools can be complementary.

The authors have found that one similarity is that service blueprinting segments processes into parts that are similar to BPMN's idea of swimlanes. However, the swimlanes in service blueprinting separate customer actions, customer‐facing employees’ actions and functions, and back‐stage functions, actors, and information systems, thereby effectively mandating certain swimlanes for the purpose of analyzing points of contact between the firm and a customer. Another similarity is that service blueprinting deliberately differentiates between different functional areas and roles within each area to highlight, and IT systems. But it does this to make clear where actions move across organizational boundaries to avoid damaging service support, and also to explain to back‐office staff their role in supporting on‐stage customer interactions. Unlike BPMN, service blueprinting has physical evidence as front‐stage indicators to customers of service quality and to constrain customer actions by carefully designing the servicescape.

A limitation is that the paper only uses one example (a hotel stay).

The comparison provides service managers with guidance as to how to use the two tools interactively.

Firms, to represent business processes, are using BPMN in increasing numbers. Knowing how BPMN supports and undermines service blueprinting is important, because service to customers is the ultimate goal for all firms. Therefore, representing service processes requires the parts of service blueprints to be supported in BPMN. Business process outsourcing adds further urgency for the need to adequately represent the parts of service processes in BPMN.

Responding to suspected financial abuse in residential aged care provides particular challenges to care managers. This paper aims to explore responses to financial abuse by care managers and the knowledge, policies and principles that guide practice in this context.

The research is part of a larger project exploring financial asset management and financial abuse in residential aged care in Australia. The thematic analysis reports on responses of care managers in 62 aged care facilities to survey interview questions and case scenarios presenting issues of alleged financial abuse.

Although most care managers accepted an obligation to act in response to suspected financial abuse, inconsistency and a lack of familiarity with policy are clearly demonstrated. Practice responses vary according to whether the primary focus is on residents, family or managing risk. Despite most reporting policies in place in the event of alleged theft, reports on the use of policies and protocols to guide responses to suspected misuse of an enduring power of attorney or undue influence are limited. The care manager's knowledge and approach to practice are crucial to framing the response.

The research provides insight into inconsistencies in responses to financial abuse in residential aged care, identifies good practice and outlines the limitations in knowledge of some care managers. It argues for the need to enhance understanding, support and training to further develop practice in this setting, particularly in relation to adult protection principles.

Complexity for Real Action learning is concerned to do something about reality—including helping those involved to see more clearly what they are about. It may lend conviction to my argument if I quote from a great writer impartially describing how others have assessed the world of action. I do this because there lingers on in our management schools the belief that “case‐studies”, usually written at great expense by “expert professors” and concealing within themselves the complex interplays of social and economic theory, are quite sufficient to equip the future manager with that sharpness of perception and that firmness of resolve needful to untangle the multiple obscurities on his horizons: