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The purpose of this paper is to investigate organisational evolution and change forces that influence the adaptation process. Despite significant research interest in this topic, the knowledge is still incomplete.

The paper examines the importance of organisational evolution and introduces two frameworks, five change forces and success factors and competencies, in the process of transformation from the new economy to the innovative economy.

The paper finds that organisational capacity for transformation in response to the economic change forces has become the critical success factor in the ever‐changing business environment where more competition means more intense selection. As organisations fight to remain on the market, unadaptive and consequently unsuccessful rivals fail to capture an adequate market share and have to exit.

It would be particularly interesting to conduct studies in different countries to see whether the results are affected by the cultural context.

In today's knowledge‐based economy, different resources are used in creating new value and a broader circle of participants is involved than in the past. Human capital is becoming more important than economic capital.

The paper contributes to the discussion on adaptive evolution of organisations and emphasizes which economic forces have impact on organisations in an era of innovative economy.

The aim of this paper is to investigate whether protection of core capabilities requires a greater level of control, i.e. ownership, even if it is at the cost of lower flexibility. Despite the significant research interest in equity alliances, knowledge of strategic orientation of acquiring companies is still incomplete.

The study examines two main generic organizational forms, hierarchy and market, their benefits and threats for acquiring companies while protecting their core capabilities in equity alliances.

The protection of core capabilities is becoming an important strategic objective in the processes of forging equity alliances which are based on ownership and legal relationships. Ownership brings more control over core capabilities which mean competitive advantage through hierarchical organizational structure on the one hand but less flexibility as otherwise benefited in market organizational structure on the other.

Further studies are required in order to corroborate the assessment of presented organizational forms and to explore these relationships over a longer period of time.

The topic is relevant for designing strategies in acquiring companies or those companies becoming a part of global networks. Better understanding of strategic orientation and concept of control could significantly enhance the success rate in M&A activity.

The paper explores as to when and why a certain organizational structure, hierarchy or market, is the preferred one for companies. This paper intends to give executives practical, hands‐on advice for conducting M&A activity.

In a global economic environment, companies most likely to succeed should be, at the same time, big and strong as well as small and flexible. The purpose of this paper is to examine the thesis and the concept of strategic risk analysis of processes regarding the size of corporations and individual companies, both at the level of corporations, where they are mainly based on ownership and legal relationships, and also at the level of companies, where they are based on interests and legal relationships.

The paper examines the strategic orientation of organizations and importance of risk management. The research methodology is based on the analysis of qualitative data collected through surveys. Furthermore, a theoretical framework is introduced based on a study conducted in the transition economy of Slovenia.

Within this framework, there is a constant trade‐off between market (flexibility) and hierarchy (control). It is important to set an optimal structure of internal and external sourcing to lower the risk exposure of organizations. The paper finds that companies in Slovenia, a transition economy within the European Union, often enter contractual relationships without sufficient strategic long‐term assessments and are thus faced with high risks.

The rational control of complex organizations is enhanced demand for cognitive capabilities of employees and process capabilities of computers. The variety of organizations and contingencies is immense; it is therefore possible to determine only some dimensions and generic solutions. Two possible approaches to simplification are dealt with in the paper. Many statements in this contribution should be treated as hypotheses, to be explored in detail, confirmed or rejected.

The purpose of this paper is to investigate the significance of Web 2.0 and social media for organizational development and adaptation to an ever‐changing business environment and its successful managing. A model is proposed based on the concepts of innovative economy, knowledge management and social media for value creation in knowledge‐based industries.

The paper examines critical factors that influence the role of social media in organizational change and value creation in knowledge‐based industries.

The paper contributes to discussion about the increasingly important role of social media in the value added chain in knowledge‐based industries.

Social media are still an emerging phenomenon and further studies are required to investigate these relationships over a longer period of time.

The topic is relevant for designing corporate strategies in knowledge‐based companies becoming a part of global networks. Better understanding of the impact of social media on value added could significantly enhance both the top and bottom lines.

The paper explores when and why the inexpensive, but increasingly wider, use of social media in knowledge‐based industries is preferred to traditional media. This paper intends to give executives practical hands‐on advice for using social media in business campaigns.