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This paper aims to describe the product development process (PDP) of companies in the textile industry, seeking to understand the dynamics of their management from different actors along the production chain.

Qualitative empirical research adopted a multiple case studies design in five large Brazilian organizations, each representing a link in the production chain.

Textile PDP follows structured steps. However, it is still an informal process. The use of methodologies and tools for decision-making and control gates throughout the process is limited. Performance indicators do not cover all dimensions of the PDP since sales and profit are the main parameters for assessing projects. The predevelopment macro phase varies according to the product type and the company's business model, whereas the postdevelopment macro phase is nonexistent. PDP projects are executed through collective efforts of multiple departments in cross-functional teams, except for the commodities firms.

The study allows managers of Brazilian textile companies to understand the best practices in the PDP and those that require more attention, taking into account different business models and sectors of the production chain.

Our results contribute to the literature and practitioners by providing an overview of PDP management in the textile industry, covering its different production chain actors, types of projects and companies' characteristics.

Despite the proliferation of cyberthreats upon the supply chain (SC) at large, knowledge on SC cybersecurity is scarce and predominantly conceptual or descriptive. Addressing this gap, this research examines the effect of SC cyber risk management strategies on integration decisions for cybersecurity (with suppliers, customers, and internally) to enhance the SC’s cyber resilience and robustness.

A research model grounded in the supply chain risk management (SCRM) literature, with roots in the Dynamic Capabilities View and the Relational View, was developed. Survey responses of 388 SC managers at US manufacturers were obtained to test the model.

An impact of SC cyber risk management strategies on internal cyber integration was detected, which in turn impacted external cyber integration with both suppliers and customers. Further, a positive effect of internal and customer cyber integration on both cyber resilience and robustness was found, while cyber integration with suppliers impacted neither.

Industry practitioners may adapt certain risk management and integration strategies to enhance the cybersecurity posture of their SCs.

This research bridges between the established domain of SCRM and the emergent field of SC cybersecurity by forming and testing novel relationships between SCRM-rooted constructs tailored to an SC cyber risks context.

Leadership is key to building a culture of continuous learning within organizations. This study aims to explore the pivotal role of leadership in creating a culture of constant learning within organizations by bibliometric and content analysis. It also introduces propositions and frameworks that emphasize the importance of fostering a growth mindset, encouraging knowledge sharing, promoting learning agility and leveraging technology to support lifelong development.

Using data from the Web of Science Core Collection, the author performed a complete analysis of publication features, collaboration networks and keywords in the field using VOSviewer software. Furthermore, drawing on social cognitive theory, this paper also presents propositions that integrate key concepts and strategies for fostering a culture of learning.

The data shows a large increase in publications on leadership and organizational learning, particularly since 2000, indicating an increasing interest and importance in this field. The author proposes leaders who demonstrate a commitment to continuous improvement and invest in learning resources empower their teams to embrace new challenges and explore innovative solutions. By fostering a culture of learning, organizations can enhance employee engagement, foster creativity and innovation and adapt more effectively to changing market dynamics.

This study offers a unique perspective on the role of leadership in driving learning and development initiatives. By implementing the principles, organizations can create a competitive advantage by cultivating a workforce that is agile, resilient and equipped to thrive in an ever-changing world.

The purpose of this study is to investigate the factors facilitating and influencing the adoption of DevOps practices specifically tailored to mobile software development, with a focus on understanding the influence of mobile-specific requirements on DevOps integration.

The study employs a qualitative methodology, including a literature review, exploratory case research and partial quantitative assessments through DORA metrics and survey applications. This approach, guided by the Technology-Organization-Environment (TOE) framework, prioritizes in-depth insights into the adoption of DevOps practices and explores strategies for integrating DevOps in mobile software development.

The research identifies several key themes specific to Mobile DevOps adoption, including tool integration issues, testing complexities, deployment challenges and security concerns. These findings underscore the necessity for tailored DevOps solutions that can effectively address the unique demands of mobile software development. The study also proposes actionable strategies to overcome these challenges, thereby enhancing the efficiency, quality and security of mobile applications.

The insights gained from this study provide valuable guidance for practitioners in the mobile software development sector. By understanding and addressing the specific challenges of Mobile DevOps, organizations can improve their DevOps practices and achieve better outcomes in terms of project delivery speed, quality and security. For example, implementing robust testing strategies, investing in compatible tools and developing well-defined rollback procedures can significantly enhance Mobile DevOps effectiveness. Furthermore, incorporating continuous security measures and improving cross-functional collaboration can lead to more secure and efficient mobile application deployments.

This study offers valuable starting points for researching Mobile DevOps in real-world settings, based on insights from practical DevOps implementations in a single-case organization. Organizations can use this information to compare their own DevOps approaches with those of the studied organization, and can facilitate self-assessment and improvement.

This study contributes to the limited literature on Mobile DevOps adoption and proposing actionable strategies. By incorporating the TOE framework, it provides a comprehensive guide that enhances understanding and management of DevOps practices throughout the mobile application development lifecycle and offers significant value to practitioners and researchers alike.

This paper aims to explore how the time and temporal aspects are managed in a financial accounting outsourcing (FAO) transition process in an international interorganizational context. As a research outcome, the authors identify management interventions of both the service provider (SP) and the outsourcing company (OC) at both the corporate and operational levels.

The framework by Huy (2001a, 2001b) was used to analyze the qualitative data, which draw on observations, participation in 32 official meetings during the outsourcing process, informal discussions with key actors from the SP and the OC, and archival data of a single case company.

The authors illustrate how the time and temporal aspects of planned accelerated change are managed through management interventions during the FAO transition process. All four ideal intervention types (commanding, engineering, teaching and socializing) were used sequentially but also jointly to complement one another. The pacing was mostly rapid, owing to strong commanding interventions initiating almost every stage. When analyzing the FAO transition process, the authors identified four stages: contact, contract, convergence and control. Moreover, the authors focused on the role of the operational-level managers and accounting specialists of both organizations. The findings indicate that management interventions vary with the management level.

This study contributes to the interorganizational control literature by considering the time and temporal aspects in planned organizational change and the role of operational-level managers in managing large-scale changes.

This study investigated the interplay between business process management (BPM) and digitalization in organizations and developed principles for designing their interaction.

This study was explorative and used a questionnaire-based survey that involved experts in BPM and digitalization who were actively engaged in these two domains in their organizations to come up with the design principles. The survey and the design principles were based on Rosemann and vom Brocke's (2010) six core elements of BPM.

Digitalization was seen as influencing how BPM is practiced in organizations by strengthening organizations’ focus on BPM, and conversely, BPM was perceived as beneficial for digitalization and digitalization outcomes. In addition, based on Rosemann and vom Brocke’s six core elements of BPM, we proposed six principles for designing the interplay of BPM and digitalization in organizations.

Our empirical investigation was situated in a Norwegian context and included 104 respondents. While we have no reason to believe that our findings should not be valid and useful in other regions, this is a limitation in generalizing our findings, and a natural follow-up would be to investigate our research questions in other geographical areas. We are also aware of the potential response bias in our sample. Moreover, to outline the principles for designing the interactions of BPM and digitalization, we applied the six core elements of BPM by Rosemann and vom Brocke (2010) as our theoretical lens. We acknowledge that there are more issues related to the interplay of BPM and digitalization than we have dealt with in this study.

This study has several implications for organizations. First, managers may use our proposed design principles to decide how to integrate BPM and digitalization. Second, although this study showed that each discipline nurtures its own culture, building an organizational culture that combines values from each discipline can enable a process-oriented organization to innovate its operations and services with digital technology. Third, managers should align the responsibilities and tasks of process owners with the demands for the digitalization of business processes. Fourth, managers, when integrating BPM and digitalization, should take care not to impede the generative attributes of each discipline.

Processes and digital technologies play important roles in society at all levels. BPM seeks to understand how processes unfold and explores how new practices may better serve individuals, organizations and society (vom Brocke et al., 2021), while digitalization is concerned with how various kinds of modern digital technologies may trigger organizational and social changes (Markus and Rowe, 2023; Suri and Jack, 2016).

This study is one of the first studies to investigate the interplay between BPM and digitalization – how digitalization affects BPM practices in organizations and how BPM influences digitalization outcomes. In addition, this study offers novel principles for designing the interaction between BPM and digitalization.

This paper aims to examine the influence of supply chain management by assessing the relationship between internal and external integration and small and medium enterprises (SMEs) owners’ Islamic practices in enhancing halal supply chain integrity (HSCI) and SMEs’ performance.

A total of 176 SMEs were surveyed using a self-administered questionnaire. The sample was selected using convenience sampling from two major halal exhibition events in Malaysia. Structural equation modeling (SEM) was used to analyze the data and test the hypotheses.

The findings showed that supply chain integration (SCI), Islamic human capital and HSCI have a significant relationship with SMEs’ performance. It was also found that HSCI mediated the relationship between both SCI and Islamic human capital and SMEs’ performance.

SME owners or managers should be committed to developing the internal processes within the organization and strategizing to link these processes with the external processes to obtain the full benefits of integration. Furthermore, as the upper management, owners and managers must understand the supply chain challenges, priorities and practices thoroughly, as they are responsible for Islamic business ethics. They should work to provide support to increase religious orientation in the SMEs, as this would likely enhance all other factors.

This is one of the few types of research to use HSCI as a mediator in halal food studies in addition to improving SMEs’ performance.

Quality 4.0 is essential to the Industry 4.0 framework, notably in the electronics sector. It evaluates product quality in real-time using automatic process controls, quality tools and procedures. The implementation of Quality 4.0 criteria in the electronics industry is the subject of this study’s investigation and analysis. In this study, nine Customer Requirements (CRs) and 18 Design Requirements (DRs) have been defined to adopt Quality 4.0, aiming to increase yield while reducing defects. This study has developed a Quality 4.0 framework for effective implementation, incorporating the People, Process and Technology categories.

Many CRs and DRs of Quality 4.0 exhibit interdependencies. The Analytic Network Process (ANP) considers interdependencies among the criteria at various levels. Quality Function Deployment (QFD) can capture the customer’s voice, which is particularly important in Quality 4.0. Therefore, in this research, we use an integrated ANP-QFD methodology for prioritizing DRs based on the customers' needs and preferences, ultimately leading to better product and service development.

According to the research findings, the most critical consumer criteria for Quality 4.0 in the electronics sector are automatic systems, connectivity, compliance and leadership. The Intelligent Internet of Things (IIOTs) has emerged as the most significant design requirement that enables effective control in production. It is observed that robotics process automation and a workforce aligned with Quality 4.0 also play crucial roles.

Existing literature does not include studies on identifying CRs and DRs for implementing Quality 4.0 in the electronics industry. To address this gap, we propose a framework to integrate real-time quality measures into the Industry 4.0 context, thereby facilitating the implementation of Quality 4.0 in the electronics industry. This study can provide valuable insights for industry practitioners to implement Quality 4.0 effectively in their organizations.

The purpose of this paper is to explore mechanisms of the overseas marketing assets needed for marketing dynamic capability in Chinese multinational enterprises (MNEs) settings. Marketing assets of foreign subsidiaries contribute to the dynamic capability of MNEs, which are crucial for their sustained competitiveness. This kind of mechanism attracts much attention in academia and industry. However, there are few studies on how dynamic capabilities are developed in MNEs considering the organizational structure of geographically dispersed assets in multiple locations. This paper aims to examine the effect of knowledge-based and relational-based marketing assets on dynamic marketing capabilities and the mediating effect of customer orientation on Chinese MNEs.

Integrating the dynamic capability approach and the international marketing literature, this study examines the impact of two types of marketing assets of foreign subsidiaries, focusing on knowledge-based and relationship-based marketing assets, on the dynamic marketing capabilities of Chinese MNEs. A large-scale empirical study of Chinese MNEs operating in overseas markets was performed, and the questionnaires were distributed and collected.

The results suggest a positive impact of knowledge-based and relationship-based marketing assets on marketing dynamic capability. We find that customer orientation has a positive mediating effect on the relationship between marketing assets and marketing dynamic capability. We also find that the competitive strength of the overseas market negatively moderates this relationship.

This study aims to contribute to the existing literature with a more fine-grained understanding of marketing assets and marketing dynamic capability, then provides theoretical guidance and management suggestions for the formulation and implementation of internationalization strategies of Chinese MNEs.

The findings outline several important implications for MNEs seeking into expand to overseas markets.

This paper contributes a novel, combined perspective on marketing assets and marketing dynamic capability.

The purpose of this research is to examine the impact of crowdsourcing-based social connections on the development of innovation competence (IC). The conflicting results in existing studies regarding the influence of crowdsourcing-based social linkage on IC necessitate a thorough investigation into this relationship.

The research uses a sample of 300 senior managers from various industries in India. The data is analyzed using partial least squares (PLS), a component-based approach to structural equation modeling.

The results of the analysis indicate that knowledge transfer effectiveness and absorptive capacity (ABC) play a significant role as mediators in the relationship between social linkages based on crowdsourcing and IC. This suggests that the effectiveness of knowledge transfer and the organization’s ability to absorb and apply new knowledge are crucial factors in leveraging crowdsourcing-based social connections for enhanced innovation capabilities.

The findings of this study hold crucial implications for managerial practices. The research highlights that successful crowdsourcing outcomes necessitate more than mere establishment of external social linkages. Managers must recognize that internal organizational readiness plays an equally critical role. This study offers two key managerial insights: first, exclusive focus on external linkages is inadequate; internal capabilities such as ABC and optimized knowledge transfer processes must be actively nurtured. Second, the concept of “crowdsourcing maturity” is introduced, emphasizing the evolving dynamic capabilities over time. Managers are urged to adopt a balanced approach, aligning external partnerships with internal adaptability, to fully optimize IC.

This research contributes to the existing body of knowledge by shedding light on the mediating variables that influence the conversion of crowdsourcing-based social linkage into improved IC. By considering the role of knowledge transfer effectiveness and ABC, the study provides insights into the mechanisms through which social linkages based on crowdsourcing can impact innovation capabilities. These findings offer valuable implications for organizations seeking to leverage crowdsourcing for innovation purposes and enhance their overall IC.