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A review of the literature reveals that previous research on capabilities has been limited to static capabilities and have largely been firm‐centric, which neglect today's evolving supply chain environment. To address this shortcoming, this paper aims to explore dynamic supply chain capabilities (DSCCS) as a path to achieving sustainable competitive advantage.

Logistics and supply chain literature is reviewed to provide a foundation for introducing a model of DSCCS driving competitive advantage. Propositions for future research are presented based upon the theoretical model.

The need to continuously renew boundary spanning supply chain capabilities may be facilitated by the presence of a supply chain orientation and a learning orientation found across the multiple partners.

Supply chain organizations exist in a continually evolving environment with the best‐performing firms often being characterized as agile and continually improving. The dynamic capabilities perspective provides a theoretical foundation that may be used to better understand and predict the success of supply chain firms. The work presented here is conceptual and empirical examination of the propositions should occur before any broad generalization can be drawn.

Long‐term organizational success may be facilitated by continuous renewal and creation of new static capabilities through the use of DSCCS.

The paper demonstrates that dynamic capabilities may be extended beyond the traditional single‐firm view to exist across the relationships developed by multiple organizations in a supply chain.

This paper aims to contribute to understanding of strategy development by reporting a detailed case study of one pharmaceutical company over an 11‐year period using a framework for classifying strategic actions developed from a broader study of strategic behaviour in the industry.

The paper utilises a longitudinal text analysis using published documentary sources to explore the strategic actions and grand strategies realised by Bioglan during 1992‐2002.

The findings develop concepts from the economics, ecology and strategy literature in order to highlight that, rather than strategy research focusing on “with whom and how do firms compete?” the emphasis should be on “with whom and how do firms co‐evolve?”

The paper only explored the realised strategies of one firm during an 11‐year period using only published documentary sources.

Previous research does not appear to have explored the evolution and co‐evolution of a firm's strategic actions prior to its death, a gap that this paper aims to help to fill.

Engaging with customers and addressing unmet value have become increasingly challenging within multi-stakeholder environments of service innovation. Therefore, this paper aims to address this challenge by studying how strategic design abilities address unmet value in service engagement strategies.

The authors conducted a qualitative inductive study at a multinational corporation and interviewed marketing and design professionals on their innovation practices in service engagement strategies.

From the inductive analysis, this study identified three strategic design abilities that effectively contribute to addressing unmet value throughout the co-evolving process of service engagement: envisioning value, modelling value and engaging value. Based on this, this study proposes the emerging co-evolving loop framework of service engagement strategies.

The limitation of this emerging theory is a lack of broad generalizability with mutual exclusivity or collective exhaustiveness across industries. A theoretical implication of the framework is the integration of strategic design and services marketing towards co-created engagement strategies.

The service engagement loop framework can be of great value to service innovation processes, for which an integrated, cross-functional approach is often missing.

The findings further suggest that next to a methodological skillset, strategic design abilities consist of a distinct mindset.

This paper introduces strategic design abilities to address unmet value and proposes a novel co-evolving loop framework of service engagement strategies.

This paper aims to share key ideas forwarded in the five-book series focused on the Intelligent Social Change Journey (ISCJ) reflecting the latest research in the Consciousness Series supported by the Mountain Quest Institute and collaborators. This review is based on five separate books released as Part I (Laying the Groundwork), Part II (Learning from the Past), Part III (Learning in the Present), Part IV (Co-Creating the Future) and Part V (Living the Future) of The Profundity and Bifurcation of Change.

Reflecting the consilience approach taken by this in-depth research, the review of ideas provided in this paper tap into a deep array of research in knowledge and learning, with specific reference to recent neuroscience understanding that is emerging, and looks to psychology, physics, cell biology, systems and complexity, cognitive theory, social theory and spirituality for their contributions. The five books are heavily referenced (look to the larger work for these references) and, considering the individual as an intelligent complex adaptive learning system (Bennet et al., 2015b), entangle materials from science to philosophy, facts to psychology, management to poetry and words to pictures. This much shorter review can only partially represent this approach.

At this point in the history of humanity ? in the midst of a conscious expansion of our human capacity and understanding ? the rules are changing. As we move away from predictable patterns susceptible to logic, we are increasingly reliant on our ?gut? instinct, an internal sense of knowing that can tap into the intuitional plane. Yet, this knowing can only serve us if we ?know? what to do with it, how to act. Development of our mental faculties is essential to acting. We are on a developmental journey of the body, mind and heart, moving from the heaviness of cause-and-effect linear extrapolations, to the fluidity of co-evolving with our environment, to the lightness of breathing our thought and feelings into reality. Grounded in development of our mental faculties, these are phase changes, each building on and expanding previous learning in our movement toward intelligent activity.

This review lays the groundwork for the ISCJ, exploring consciousness through the lens of the cause-and-effect logic of Phase 1 (Learning from the Past), the co-evolving of Phase 2 (Learning in the Present) and the creative leap of Phase 3 (Co-Creating the Future). This research connects the expansion of consciousness to development of the human knowledge system.

This paper aims to investigate the co-evolve relationship between informal relational governance (i.e. family involvement and personal authority) and family formal governance system in the process of growth and transformation. This co-evolve relationship is especially affected by the external institutional environment and market competition power. Thus, in the comprehensive process of deepening the reform and changing market, the modern transformation of family business means that rediscovery of unique superiority of family business and the core of this transformation is the governance of status privileges and private interests.

To test the hypotheses, this paper uses the 9th Chinese Private Enterprise Survey in 2010. A total of 4,900 questionnaires are issued, 4,614 are recovered and the total recovery rate is 94.16%. After clean the data, the study obtained 1,239 samples. To overcome the possible existence of heteroscedasticity, this study uses the feasible generalized least squares (FGLS) to estimate the model. Besides, as for dummy dependent variables, this study uses logistics regression.

This paper makes an empirical test for the evolution of family governance driven by institutional change and organizational growth willingness in the process of growth and transformation, including a co-evolve relationship between family involvement and governance institution. Meanwhile, the empirical analysis comes to the conclusion that the institutional constraint to relational governance improves firm performance, which further promotes the modern transformation of family business governance.

It is the key to transformation to the modern corporate organization that family business could beyond the intervention of the traditional nepotism, patriarchal authority and family will. The fundamental of this process is to take advantage of formal institutions to manage family power.

This paper discusses the modern transformation of the formal organization from the perspective of modern ideal dominant type proposed by Max Weber. Modern organization is a hybrid system of the non-personified and personified institution. The primary reason why modern organization suffered erosion and destruction is that informal institution (status and relationship network) were endowed with legal privileges and private interests in modern organization including family business. The governance of privileges and private interests has become the core issue that whether the family business could play an instrumental value and realize modern transformation successfully.

Over the last 30 years, specific investigations into self-reinforcing processes in managerial decision making have been gaining momentum within the mainstream literature of management. However, to date, it is claimed that understanding these processes properly still requires additional research efforts. Thus, the purpose of this conceptual paper is to follow this claim.

The paper tries to inform the conversation about self-reinforcing processes in managerial decision making through adopting lenses drawing from the biological philosophy of organizational change. In particular, the co-evolutionary approach to organizational change, with a focus on CEOs, and/or top management teams (TMT), is adopted.

As its core contribution, the paper proposes that self-reinforcing processes in the CEOs/TMTs’ decision making can occur because of the emergence (and subsequent consolidation) of co-evolving heuristics. On this basis, the paper also prospect potential avenues for future integrations in this field.

As the paper concludes, advancing the general understanding of self-reinforcing processes in managerial decision making can represent an important opportunity for the research and practice of management in general, but also for some management sub-domains, such as that of behavioural strategy, in particular.

The purpose of this study is to explore the conceptualisation of co-evolution using a corporate history research approach. While the application of the co-evolutionary perspective to the organisational-environmental relationships has uncovered significant evidences, little is understood about how the co-evolutionary process occurs over time between organisations and their institutional environment.

A co-evolutionary corporate history approach in used, as the authors investigated Sainsbury’s historical trajectory, exploring the role specific family members played in the evolution of the firm and the co-evolution of Sainsbury’s with its environment. This research design framework encompasses longitudinal archival analysis which incorporates both external and internal engagement which fostered Sainsbury’s joint evolution.

The findings from this study clearly suggest that certain organisations can and do co-evolve with their environment. However, organisations need to build legitimate cases for co-evolution to occur. In addition, they need to acquire certain resources that can be used to stimulate changes within their institutional environment.

Through a corporate history archival analysis, this study presents a UK company’s evolutionary narrative. The authors contribute to the growing literature on co-evolution in management studies by presenting a detailed historical narrative and interpretation of Sainsbury’s evolution at different time periods.

This paper aims to conceptualize how business and society co-evolve their efforts to maximizing the greatest well-being of the greatest number following a conscious-unconscious, staged, dialectical process.

This study used a conceptual framework linking eight components of well-being (economic, environmental, social, cultural, psychological, spiritual, material and physical), with stages of consciousness and the co-evolution of business and society.

Stages of consciousness – traditionalist, modernist, post-modernist and integral – moderate both the pace and direction with which business and society co-evolve to the greatest well-being of the greatest number across eight components of well-being.

This is a conceptual framework which integrates existing empirical relationships, but the overall framework itself is yet to be empirically tested.

The whole process of maximizing well-being can become more conscious for both business and society. This requires making unconscious components conscious and becoming conscious of the inseparability of the eight components of well-being as a counter-balanced set.

Businesses and societies can maximize well-being across eight inseparable components. But implementing this is a staged process requiring progressing populations through stages of consciousness. Earlier stages lay the platform for a critical mass of people able to integrate the eight components.

Knowledge of well-being is dominated by disciplinary disconnection and bivariate studies; yet, current meta-crises and calls for post-conventional leaders indicate the importance of an integrated multidisciplinary well-being model which explains past efforts of business and society, diagnoses current problems and points towards more viable paths.

In order to provide new and other directions to institutional studies in organization theory, Lawrence and Suddaby forward the notion of institutional work of actors aimed at maintaining, changing and disrupting institutions. The purpose of this paper is to further theory and method in studying the institutional work of people in organizations.

Methodological insights from the ways in which theories of human agency in institutional contexts have co‐evolved with field study methodologies are analyzed in related fields of research, particularly in sociology and anthropology.

The ways have been analyzed in which social theories of human agency in institutional contexts and field methodology have co‐evolved in an inter‐disciplinary perspective. The analysis shows how field methodologies may provide inspirations to theory and method in studying institutional work.

The findings suggest that institutional organization research may prosper by grounding the study of institutional work on ethnographic methodologies.

This paper contributes methodological inspirations to studying organizational actors' work with accomplishing change and stability, which constitutes a comparatively underexplored line of inquiry in organizational institutionalism.

Existing literature acknowledges information systems development (ISD) to be a complex activity. This complexity is magnified by the continuous changes in user requirements due to changing organizational needs in changing external competitive environments. Research findings show that, if this increasing complexity is not managed appropriately, information systems fail. The paper thus aims to portray the sources of complexity related to ISD and to suggest the use of complexity theory as a frame of reference, analyzing its implications on information system design and development to deal with the emergent nature of IS.

Conceptual analysis and review of relevant literature.

This article provides a conceptual model explaining how top‐down “official” and bottom‐up “emergent” co‐evolutionary adaptations of information systems design with changing user requirements will result in more effective system design and operation. At the heart of this model are seven first principles of adaptive success drawn from foundational biological and social science theory: adaptive tension, requisite complexity, change rate, modular design, positive feedback, causal intricacy, and coordination rhythm. These principles, translated into the ISD context, outline how IS professionals can use them to better enable the co‐evolutionary adaptation of ISD projects to changing stakeholder interests and broader environmental changes.

This paper considers and recognizes the different sources of complexity related to ISD before suggesting how they could be better dealt with. It develops a framework for change to deal with the emergent nature of ISD and enable more expeditious co‐evolutionary adaptation.