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The purpose of this study is to investigate the significance and impact of strategic knowledge management (SKM) practices and organisational change capacity (OCC) in improving strategic thinking and strategic orientation in small and medium-sized enterprises (SMEs) and their contribution in overall improvement of entrepreneurial performance.

Quantitative research methodology using partial least square structural equation modelling with data of 296 sample from the target group as managers and owners from various SMEs in the UK has been used in the study.

The findings suggest that SMEs that invest in SKM and OCC are more proficient at adjusting to fluctuations in the business landscape and develop effective strategies that lead to improved entrepreneurial performance. The study provides evidence that SKM encompasses more than just the acquisition and use of information. It also involves the establishment of a learning and innovation culture that facilitates strategic thinking and direction. Similarly, OCC is not just about implementing change but also about developing the agility and flexibility to adapt to market changes, consumer demands and technology.

According to the research, SMEs may boost their entrepreneurial performance and keep a competitive advantage in the modern, dynamic business environment by investing in SKM and OCC. The capacity of SMEs to implement SKM and organisational change should be encouraged and supported by policymakers and practitioners, who should also offer the necessary tools and assistance to do so.

This study offers a valuable addition to the previously published works on SKM and OCC within SMEs. It offers empirical data that highlights the significance of SKM and OCC in fostering strategic thinking, strategic orientation and ultimately, boosting entrepreneurial performance. The study also highlights the challenges faced by SMEs in implementing SKM and OCC and provides recommendations for overcoming these challenges.

The purpose of this paper is to conduct a structured review of the literature on the factors affecting the strategic thinking of an organization. This study offers some theoretical insights by analysing the divergent or analogous views of authors on these factors by analysing the empirical studies carried out in the literature.

An empirical method of conducting a structured literature review has been adopted in this study. Theory context characteristic methodology framework and meta-analysis are the methodologies applied to analyse the different empirical studies conducted in the literature and determine the variation or similarities in the views of authors over the same factor based on their effect sizes. This study analyses over 45 different empirical studies in the literature conducted on the factors affecting strategic thinking.

This study explains how the factors have been similarly or differently explained by the authors in the literature. This analysis gives a better understanding of the factors affecting strategic thinking and quantitatively amalgamates the current empirical studies carried out in the literature. The effects sizes generated for each factor helps in determining the homogeneous or heterogeneous nature of the factor.

The study is limited only to analyse the homogeneity or heterogeneity of the factors affecting strategic thinking at an organisational level. This study can be further extended by analysing the type of effect these factors have on the strategic thinking of the organisation.

The findings of this study identify the homogeneity or heterogeneity of the factors affecting strategic thinking in an organisation. This helps the top management to concentrate on these factors, which might develop a strategic thinking nature in the organisation, leading to the better formation of strategies, and successfully implement them in their businesses.

The study fills the unattended gaps in the literature by analysing the homogeneous and heterogeneous nature of the factors affecting the strategic thinking of an organisation.

The purpose of this study is to model the strategic thinking process, considering the different psychological traits of TMTs (top management teams) and how the technological dynamism affects the strategies framed together impacting the performance of the firm.

Modeling and simulation are done in this study using the system dynamics (SD) tool. The data are extracted using social media analytics, and the same is given as an input for the SDmodel, which is used for modeling and simulation of the interdependencies between the psychological factors, technological dynamism and firm performance. The analysis decodes how a change in the thinking process of a TMT has an impact on the performance of the company in an automobile market.

The study has explained how different psychological traits affect the thinking process of a TMT and how the strategies framed with this thinking behavior have an impact on firm performance.

The study is limited only to the automobile industry in India, and only partial psychological constructs were considered to examine their impact on firm performance. This study can be further extended by analyzing the same to various other industries along with many other psychological constructs.

The findings identify the change in behavior of the performance due to the thinking process and technological dynamism. This helps the top management to take into consideration different factors that affect the strategies framed for the company and what are the threshold points in the system that are to be focused on during the framing of a strategy.

The study fills the unattended gaps in the literature regarding how the psychological traits are interdependent and how their relationship is affecting the thinking process, which is going to have an impact on the behavior of the firm performance. It also adds to the literature of systems thinking.

The purpose of this study is to explain the interrelationships between the elements of strategic thinking, technological change and strategic risks. The main objective of this research is to identify the hierarchy for the elements of thinking, technological change and strategic risk and also to identify the driving powers of these elements.

The methodology used in this study is modified total interpretive structural modelling and MICMAC analysis which gives the interrelationships and also the driving powers of the elements by analysing the relationships between the elements from the existing literature. This method helps us in answering/understanding the “what”, “how” and “why” of the research. Modified total Interpretive structural modeling is considered in this study, which helps in doing both the paired comparisons and transitivity checks simultaneously. A digraph is constructed at the end of the analysis, which shows the links between the elements, and a driver dependence matrix is constructed, which shows the driving powers.

This study gives an understanding of the role of the elements, the relationships between them and the hierarchy of addressing these elements, and also the driving and dependence power. Findings of this research give us an understanding of how strategic thinking/technological change/strategic drives the performance of the firm.

This study is conducted with the help of existing literature; this can be further extended by considering the expert opinion.

The model explains the direct and transitive links of the elements and the strength of the relation between them, which helps the researchers and the practitioners to understand the driving power and importance of these constructs. It also helps us to understand the role of these elements and, if implemented in an organisation, which elements need to be prioritised for enhancing the performance of the firm.

Research done in the past has individually analysed the elements effecting strategic thinking; this study identifies the relationships between the elements of all three constructs and helps in understanding the levels of hierarchy.

This study investigates organizations' non-adoption intention towards the enterprise metaverse. The innovation resistance theory (IRT) is used as an underpinning theory to examine the impact of various risks on non-adoption intention towards the enterprise metaverse.

A total of 294 responses were collected to examine the proposed hypotheses. A structural equation modelling technique was used to investigate the hypotheses using SPSS AMOS and PROCESS MACRO.

The results of this study reveal that performance, security and psychological risks are significantly associated with non-adoption intention towards enterprise metaverse. Further, distrust significantly meditates the association between performance risk, social risk, technological dependence risk, security risk and psychological risk and non-adoption intention towards enterprise metaverse. Moreover, the results of moderated-mediation hypotheses indicate that the mediating effect of distrust on the association among performance risk, social risk, psychological risk and non-adoption intention towards enterprise metaverse is higher for individuals having high technostress compared to individuals having low technostress.

The study's findings will enrich the metaverse literature. Further, it provides a deeper understanding of enterprise metaverse adoption from a B2B perspective using the underpinnings of IRT. The study helps organizations understand the risks associated with the adoption of the enterprise metaverse.