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The purpose of this paper is to explore how organizations manage and integrate exploration and exploitation across the innovation project portfolio. Such ambidextrous capabilities are required for organizations to innovate and succeed in today's rapidly changing competitive environment. Understanding how exploration and exploitation projects are integrated can illustrate ways to enhance ambidexterity and boost learning for the benefit of both approaches.

A multiple-case study approach was used to explore innovation portfolio management in six large organizations that emphasize innovation in their strategies.

The findings draw upon concepts of paradox and contingency to reveal that the inherent tension between formality and flexibility in managing innovation project portfolios is aligned with the need for organizational ambidexterity that maintains effective exploitative innovation while supporting explorative innovation capabilities. Four integration mechanisms are identified that enhance ambidexterity across the innovation portfolio by embedding processes for transition from exploration to exploitation and cross-fertilizing knowledge to build innovation capability across both exploration and exploitation.

Managers may find inspiration on ways to enhance learning by bridging exploration and exploitation projects from the four types of integration mechanisms. Recognizing the paradoxical nature of the tension between formality and flexibility in project and portfolio management may also help guide organizations to effectively develop ambidextrous approaches to enhance overall innovation outcomes.

In contrast to perspectives which suggest that paradox and contingency approaches represent disparate perspectives, the authors demonstrate how they can complement each other and work together through innovation portfolio management to support ambidexterity at the portfolio and project levels.

This paper aims to review the literature on the relationship between the implementation and performance of 4.0 industrial revolution (IR) technologies and explores the extent to which the effects of several internal and external contingency factors on these relationships have been considered by the existing empirical studies.

To achieve its purposes, this study follows a systematic review of the literature and explores the published empirical research on implementation and performance links of 4.0 IR technologies and the effects of contingency factors on these links in mainly three main databases.

The findings of this study reveal that in general several contingency factors tend to have significant effects on the implementation and performance links of 4.0 IR in several contexts. This study also shows that the effects of these contingencies the effects of contingency factors on the implementation and performance links of 4.0 IR technologies are receiving growing attention from researchers and have been studied in different approaches but the moderation approach was the highest.

The review of the literature conducted in this study refers to those studies published mostly by three main databases (i.e. Scopus, Web of Sciences, and Science Direct), and only those papers published in English, and thus does not contain publications out of these restrictions.

This is one of the early literature review studies to explore and discuss the current state of research on the effects of contingency factors on the relationships between the implementation and performance of 4.0 IR technologies in the contexts of logistics and supply chain management.

This research proposes and illustrates a conditional view of lean supply chain management (LSCM) based upon the contextual contingent alignment between lean performance objectives (i.e. a contextual factor) and supply chain management challenges (i.e. a contingent condition) in the selection of lean approaches (i.e. a contingent event).

Drawing on the notions of contingency-based practices and strategic fit, the authors’ LSCM reconceptualization jointly considers contextual and contingency factors in specifying what lean approaches to adopt. The authors illustrate the practical relevance of LSCM reconceptualization for the Canadian agri-food industry using the Delphi method.

The authors highlight that LSCM is founded upon alignment associations between specific lean performance objectives and supply chain challenges as well as their influence on the selection of suitable lean approaches. The empirical illustration shows that those alignment associations do not occur at random, which supports the conditional view of LSCM.

The contextual contingent view of LSCM can inform future scholarly inquiry and can reframe practically relevant middle-range theorization on LSCM.

The Delphi method-derived descriptive model of LSCM provides guidance to managers in the Canadian agri-food sector in identifying suitable lean approaches to adopt given the specific performance objective(s) pursued and supply chain management challenge(s) encountered.

The authors advance scholarly theorization and managerial understanding of LSCM by providing a conditional conceptualization that jointly considers relevant contextual and contingency factors that hitherto have not been examined. In ascribing what lean approach(es) to adopt to the alignment associations influence between lean performance objective(s) pursued and supply chain management challenge(s) encountered, the authors provide compelling conceptual and empirical support for the joint conditional view of LSCM.

This study explores how factors arising from supply chain (SC) network and complexity work together in supply chain learning (SCL) behavior.

Fuzzy set qualitative comparative analysis, which is an emerging configurational analysis method, was adopted to examine the complex combination of five influencing factors. The data were collected using a two-stage survey. First, the authors selected seven typical firms with an awareness of SCL. Second, questionnaires were sent to the partners of the seven selected firms, and 156 valid questionnaires were obtained from 76 firms.

Drawing on emergent insights from the initiative, the authors find that multiple configurations of SC network and complexity lead to high SCL. Specifically, weak ties are necessary conditions of such learning, while strong ties are also conducive to this. Moreover, a moderate SC complexity is conducive to SCL.

This study enriches the understanding of SCL and provides new insights for SC management practitioners to take measures to improve it.

This study addresses the lack of in-depth understanding of the antecedent conditions of SCL in the literature. It establishes an integrated and comprehensive theoretical framework of such learning based on contingency theory. Additionally, this study incorporates ambidextrous SCL (i.e. creation capability and dispersion capacity). An overall prototype of SCL capability is proposed on SC network and complexity theory.

This study examines whether different strategy archetypes deploy specific performance metrics to support their strategic goals and priorities. If so, does alignment of strategy and metrics positively impact organisational performance?

The conceptual framework and hypotheses are couched in Contingency Theory. The role of business strategy as a moderating variable is tested using MANOVA, followed by post hoc pairwise comparisons. The results are based on cross-sectional survey data from 372 manufacturing and service organisations in Italy.

The overall contingency effect of business strategy in selecting and deploying performance metrics and their effect on organisational performance is supported. However, the group-wise post hoc analyses show support only for Prospectors but not for Defenders and Analysers.

This research lends further support in favour of the Contingency Theory from a new geographic context (Italy) that there are no universally best performance metrics that drive organisational performance. However, more research is needed to understand why the theory only holds for certain strategic archetypes and not across all archetypes.

Managers can direct resources and effort towards designing and deploying the “right” type of performance metrics suitable for their strategic orientation and thus optimise organisational performance.

This is a rare study that tests the moderating role of business strategy using all four strategic archetypes of the Miles and Snow typology. It deploys both financial and non-financial measures and uses a very large sample of both manufacturing and service organisations from a relatively unexplored region of the world. The study provides additional evidence in favour of the Contingency Theory whilst advocating for more research to refine our understanding of why the contingency perspective is not so important for firms that are not the first-in.

This systematic literature review analyzes the academic literature to understand SC risk and resilience across different organizational sizes and industries. The academic literature has well discussed the causes of supply chain (SC) risk events, the impact of SC disruptions, and associated plans for SC resilience. However, the literature remains fragmented on the role of two fundamental elements in achieving SC resilience: the firm's size and the firm's industry as firms' contingent factors. Therefore, it is important to investigate and highlight SC resilience differences by size and industry type to establish more resilient firms.

Building upon the contingent resource-based view of the firm, the authors posit that organizational factors such as size and industry sector have important roles in developing organizational resilience capabilities. This systematic literature review and analysis is based on the structural and systematic analysis of high-ranked peer-reviewed journal papers from January 2000 to June 2021 collected through three global scientific databases (i.e. ProQuest, ScienceDirect, and Google Scholar) using relevant keywords.

This systematic literature review of 230 high-quality articles shows that SC risk events can be categorized into demand, supply, organizational, operational, environmental, and network/control risk events. This study suggests that the SC resilience plans developed by startups, small and mdium-sized enterprises (SMEs), and large organizations are not necessarily the same as those of large enterprises. While collaboration and networking and risk management are the most crucial resilience capabilities for all firms, applying lean and quality management principles and utilizing information technology are more crucial for SMEs. For large firms, knowledge management and contingency planning are more important.

This study provides a comprehensive review of the literature on SC resilience plans across different organizational sizes and industries, offering new insights into the nature and dynamics of startups', SMEs', and large enterprises' SC resilience in different industries. The study highlights the need for further investigation of SC risk and resilience for startups, SMEs, and different industries on a more detailed level using empirical data. This study’s findings have important implications for researchers and practitioners and guide the development of effective SC resilience strategies for different types of firms.

Since 2008’s financial crisis, attention toward supply chain finance (SCF) has increased. However, most research investigates SCF considering single supply chain (SC) stages or buyer–supplier dyads and focuses on a single SCF solution. It is important to see how different solutions are adopted at different SC stages, by actors with different financing needs. This study aims to analyze SCF at different SC stages, to understand why different solutions are implemented at different SC stages and the contingency factors (regulation, SC stage, product category and size) influencing their adoption.

The paper is based on multiple exploratory case studies in the Italian agri-food industry, considering firms distributed at different SC stages and adopting multiple SCF solutions. The paper exploits a contingent approach (Sousa and Voss, 2008) to analyze how contingent factors influence SCF adoption at different SC stages.

Findings explain how and why different SC stages (producer, cooperative, processor and retailer) implement different SCF solutions (reverse factoring, dynamic discounting, inventory finance and Minibond), describing contingency variables’ impact on their adoption.

To the best of the authors’ knowledge, the research is original in its description of SCF at different SC stages, considering different SC actors’ drivers and barriers, and questioning the importance of a coordinated approach in SCF adoption along an entire SC. Moreover, the paper adopts a contingent approach, contributing to SCF research, seldomly based on theoretical lenses.

Although the use of management control systems (MCS) in crisis management has received extensive attention, limited knowledge exists regarding the benefits of the broad scope, timeliness, integration and aggregation dimensions. This study aims at examining the performance implications of the context-structure combinations of pandemic management strategy (PMS), MCS use and pandemic-induced uncertainty of public health institutions (PHIs) in Ghana.

Data were collected using online survey questionnaire where 246 public health managers qualified for the study. Data were analyzed using covariance-based structural equations modeling (version 23).

PMS was found to have a significant and positive impact on three (broad scope, timeliness and aggregation) of the four dimensions. The integrated dimension was statistically insignificant. In addition, the three dimensions had a significant impact on top managers’ satisfaction with MCS use, which in turn impact on cost containment and quality of care. Finally, COVID-19 uncertainty moderated the relationship between MCS use and operational performance.

The three dimensions of broad scope, timeliness and aggregation are critical for PHIs when it comes to crisis management. Moreover, the presence of pandemics strengthens the relationship between top manager use of MCS and performance in health care. More sophisticated MCS information is required when managing pandemic-related crisis by PHIs.

This study presents a theoretical framework that integrates PMS, MCS use and performance of public health care from a contingency perspective. It extends the benefits of contingency theory to include the three dimensions of MCS with respect to crisis management.

This study investigates firms' innovation behaviour under environmental change. Therefore, it examines the effect of trade disputes on corporate technological innovation and how product market competition moderates this relationship.

This research tests the hypotheses using the fixed effects model based on panel data of publicly listed enterprises in China from 2007–2020.

The empirical results validate the positive association between trade disputes and corporate research and development (R&D) intensity as well as the U-shaped relationship between trade disputes and radical innovation. Additionally, the moderating effect of product market competition is verified: a concentrated market with less competition flattens the U-shaped curve of radical innovation induced by trade disputes; as the market becomes more concentrated and less competitive, the U-shaped relationship eventually turns into an inverted U.

First, this study contributes to the corporate innovation and trade dispute literature by expanding the environmental antecedents of technological innovation and the firm-level consequences of trade disputes. Second, this study enriches the theoretical framework of the environment–innovation link through an integrated perspective of contingency theory and dynamic capabilities view. Third, instead of the traditional linear mindset which had led to contradictory results, this study explores a curvilinear effect in the environment–innovation relationship.

This study investigates the extent to which performance measures (PMs) are used, the relationship between multidimensional PMs and firm performance and the factors related to firms' PM use.

The authors surveyed a sample of Malaysian manufacturing firms. Participants responded to a questionnaire indicating their use of PMs, firm performance, level of managerial commitment, degree of environmental uncertainty and firm's use of technology.

The results indicate a high degree of PM use related to financial indicators, internal efficiency and customer-related metrics. The results also demonstrate that firm performance has significant positive relationships with use of PMs related to quality and customers, efficiency, innovativeness and social responsibility, as well as comprehensive PM use. Industry variation, firm size, technology use and environmental uncertainty are also significantly related to PM use.

Performance measurement systems (PMSs) are an important tool for improving organisational strategy in rapidly changing markets. These findings underscore the significant role of PMSs in manufacturing firms' performance, including emerging economies. The results suggest that individual PMS approaches should align with each firm's evolving needs and the characteristics of the sector and environment in which each firm operates.

This study advances understandings of the contingency approach to PMSs in manufacturing environments.