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This study investigates the interaction between organizational strategic factors (Leadership and management support [LMS] and green learning orientation [GLO]) and green innovation performance (GIP), through the lens of resource-based view (RBV) theory. It examines both the direct and indirect impacts of these factors on GIP via green knowledge management (GKM), and explores how green absorptive capacity (GAC) enhances these relationships.

Using Partial least squares structural equation modeling (PLS-SEM) and moderated mediation analysis, we analyzed responses from 419 individuals across 154 manufacturing firms in Pakistan to understand these dynamics.

Results show that LMS and GLO significantly affect GIP, both directly and indirectly, through GKM. Furthermore, GAC intensifies the impact of GLO on GKM and the influence of GKM on GIP, indicating a moderated mediation effect.

Highlighting the importance of LMS, GLO, GKM, and GAC, the study suggests that focusing on these areas can help firms align their strategies with sustainability goals, enhancing their GIP. These insights can guide policymakers in creating supportive strategies for businesses to improve their GAC, facilitating better knowledge adoption and application.

The research contributes to the RBV theory by clarifying the role of strategic organizational factors in enhancing GIP within manufacturing firms, offering a clearer path to achieving sustainability goals.

The importance of knowledge-based assets and the capability to leverage them has been the subject of scholarly interest in entrepreneurial orientation literature. The authors attempt to understand the dominant themes in the prior literature and propose directions for future research.

The authors performed a systematic review of 79 studies to answer the research questions: (1) What are the predominant themes in the literature on the role of intellectual capital and entrepreneurial orientation? (2) What are the potential fields of future research?

The findings suggest that current research engages the topics of intellectual capital, the capability to leverage knowledge assets and entrepreneurial orientation. The thematic analysis reveals the role of knowledge management, organizational learning, intellectual capital and absorptive capacity in entrepreneurial firms. The authors propose a theoretical model to explain how intellectual capital and its management influence firm-level entrepreneurial behavior.

Understanding the association between intellectual capital and the capability to leverage knowledge assets is crucial in a dynamic business environment. Effective deployment of knowledge is vital while searching for new entrepreneurial opportunities.

Following the surge of documents laying out organizations' ethical principles for their use of artificial intelligence (AI), there is a growing demand for translating ethical principles to practice through AI governance (AIG). AIG has emerged as a rapidly growing, yet fragmented, research area. This paper synthesizes the organizational AIG literature by outlining research themes and knowledge gaps as well as putting forward future agendas.

The authors undertake a systematic literature review on AIG, addressing the current state of its conceptualization and suggesting future directions for AIG scholarship and practice. The review protocol was developed following recommended guidelines for systematic reviews and the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA).

The results of the authors’ review confirmed the assumption that AIG is an emerging research topic with few explicit definitions. Moreover, the authors’ review identified four themes in the AIG literature: technology, stakeholders and context, regulation and processes. The central knowledge gaps revealed were the limited understanding of AIG implementation, lack of attention to the AIG context, uncertain effectiveness of ethical principles and regulation, and insufficient operationalization of AIG processes. To address these gaps, the authors present four future AIG agendas: technical, stakeholder and contextual, regulatory, and process. Going forward, the authors propose focused empirical research on organizational AIG processes, the establishment of an AI oversight unit and collaborative governance as a research approach.

To address the identified knowledge gaps, the authors present the following working definition of AIG: AI governance is a system of rules, practices and processes employed to ensure an organization's use of AI technologies aligns with its strategies, objectives, and values, complete with legal requirements, ethical principles and the requirements set by stakeholders. Going forward, the authors propose focused empirical research on organizational AIG processes, the establishment of an AI oversight unit and collaborative governance as a research approach.

For practitioners, the authors highlight training and awareness, stakeholder management and the crucial role of organizational culture, including senior management commitment.

For society, the authors review elucidates the multitude of stakeholders involved in AI governance activities and complexities related to balancing the needs of different stakeholders.

By delineating the AIG concept and the associated research themes, knowledge gaps and future agendas, the authors review builds a foundation for organizational AIG research, calling for broad contextual investigations and a deep understanding of AIG mechanisms. For practitioners, the authors highlight training and awareness, stakeholder management and the crucial role of organizational culture, including senior management commitment.

The study examines how process/organizational innovation and R&D spending mediate the relationship between financial performance and the resource dependence theory in Fintech, providing insights into effective innovation strategies for achieving sustainable financial performance.

Data from 191 financial firms in Taiwan was collected from annual reports using the Taiwan Economic Journal (TEJ), a financial information provider. Content analysis was used to measure innovation activities and financial performance, with process and organizational innovation defined. R&D expenditures were also collected and used in statistical analysis to explore the relationship between variables.

This study on the financial services industry shows that process innovation and R&D expenditure positively impact firm performance, while organizational innovation may have a negative short-term effect but could have long-term benefits.

Limitations of this study include vulnerability to spurious effects and the use of data from only listed financial service firms. Future research should use more short-term performance data and include unlisted firms in the financial services industry to extend the study’s coverage.

This study extends resource dependence theory to financial services and explores the effects of process and organizational innovation on firm performance. Results show that internal process management boosts performance, while external collaboration with startups enhances Fintech innovation and efficiency, with positive short-term effects. The study highlights the importance of interacting with external organizations to access resources and improve performance in financial services.

The purpose of this paper is to test the major determinants of technological (product and process) innovation persistence and provides evidence of the significant role of organizational innovation.

Data came from two waves of the Luxembourg Community Innovation Survey (CIS): CIS2006 for 2004-2006 and CIS2008 for 2006-2008. The longitudinal data set resulted in a final sample of 287 firms. A multinomial probit model estimates the likelihood that each firm belongs to one of three longitudinal innovation profiles: no, sporadic, or persistent innovators.

The determinants have differentiated impacts on process and technological innovation persistence. Organizational innovation influences technological innovation persistence. In the analysis of detailed organizational practices, strong evidence emerged that knowledge management exerts a crucial effect on product innovation persistence; workplace organization instead is associated with process innovation persistence.

The relationships of innovation persistence, organizational innovation, and firms’ economic performance demand further exploration. The different persistence patterns of complex (process and product) and simple (process or product) innovators also are worth investigating.

Organizational innovation matters for technological innovation persistence. However, the effects of non-technological innovation differ depending on whether the firm wants to innovate in processes or products. Managers must acknowledge these various effects and select appropriate strategies.

Few works account for the impact of organizational innovation strategies on technological innovation. This study is the first, based on recent CIS data, to address the role of organizational innovation practices for technological innovation persistence, which appears necessary for the sustainable dynamics of firms, industries, and regions.

Strategic entrepreneurship (SE) exemplifies the interconnection of strategic management and entrepreneurship, inferring that organisations could yield tremendous wealth by synchronously pursuing advantage- and opportunity-seeking behaviour. This study examines how small and medium-sized enterprises (SMEs) thrive SE by leveraging organisational change forces.

This study uses a covariance-based structural equation model (CB-SEM) based on 477 key role employees in 95 import and export SMEs in Vietnam.

SE in SMEs requires organisational change forces, namely leadership, employee engagement and buffering foundation of adaptive culture (AC). In particular, transformational leadership (TL) is beneficial and significantly influences SE behaviour via the mediating role of organisational change commitment. In addition, the adaptable culture of SMEs can serve as a buffer, allowing TL concepts to permeate and transfer to administrative bodies, thereby encouraging SE.

This paper describes why and how SME leaders can make decisions and manage SE to generate a comparative edge. Leaders must understand and assess organisational change forces that play a crucial role in thriving SE, which must pay considerable attention to employees' commitment to change and create an AC.

The findings indicate that achieving SE in SMEs requires a blend of core organisational change forces, such as leadership, cohesive employees and an environment that facilitates adaptation.

This study aims to examine the role of organisational commitment (affective, normative, continuance) in influencing employees’ knowledge application behaviour during the COVID-19 pandemic. This study also probes the moderating role of leader–member exchange (LMX) in the association between organisational commitment and knowledge application.

This study used a sample of 206 employees working in various private sector organisations in Brunei Darussalam. Structural equation modelling using Smart-PLS was used to test the hypothesised relationships.

The findings show that affective and normative organisational commitment spurred employees’ knowledge application behaviour significantly during the COVID-19 crisis. However, the moderating effect of LMX could not be established in this study.

The findings provide managers with insights into the crucial role organisational commitment can play in encouraging knowledge application in an organisation.

Studies exploring the enabling factors of knowledge application are scarce, especially in the context of a global crisis such as the COVID-19 pandemic. This study develops a model and empirically validates the importance of organisational commitment for knowledge application amidst the COVID-19 pandemic. This study also provides insights for managers into how LMX can affect knowledge application outcomes, particularly during uncertain times.

Scholars highlight the lack of research that explains the mechanisms leading to knowledge sharing, which appears complex and involves many variables. The primary aim of this study is to investigate the direct effect of organizational support for innovation on job crafting behaviors and knowledge sharing. The second objective is to assess the mediating role of job crafting in the relationship between organizational support for innovation and knowledge sharing. The third aim is to compare the direct effects of organizational support for innovation on job crafting behaviors and knowledge sharing between teleworkers and office workers.

Based on an empirical study involving 193 teleworkers and 191 office workers, the structural equation modeling method was employed to examine the direct and indirect effects of organizational support for innovation on knowledge sharing via job crafting behaviors. The comparison between teleworkers and office workers was investigated using a multigroup approach in AMOS software. This research is grounded in the conservation of resources theory and social exchange theory to elucidate these relationships.

The results indicate that organizational support for innovation has a positive influence on job crafting activities, manifested by the increase in structural and social resources, as well as the amplification of work-related challenges. The results also indicate that organizational support for innovation directly promotes knowledge sharing behavior and indirectly through job crafting. Furthermore, the findings reveal that these effects on job crafting and knowledge sharing are stronger among teleworkers compared to office workers.

The study has limitations. Its cross-sectional design does not establish causality, potentially leading to common method variance. However, after implementing many procedural and performing statistical tests, common method variance was not significant in this research. Replicating the study longitudinally would be valuable. Additionally, considering personality traits and technology characteristics in job crafting behaviors would be beneficial. Lastly, the study focuses only on accountants and predates COVID-19, which may impact its findings and generalizability.

The study’s findings underscore the practical significance of supporting innovation and fostering job crafting to enhance knowledge sharing, particularly for remote workers. It highlights that the extent of employees’ engagement in job crafting depends on the level of innovation support provided in their workplace. To mitigate potential negative outcomes such as increased absenteeism, reduced productivity and retention challenges, organizations could benefit from training supervisors to prioritize and encourage job crafting and knowledge sharing behaviors among employees, especially in telework settings. Ensuring alignment between organizational messaging and managerial attitudes is crucial. Without autonomy or flexibility for job crafting, the positive effects of organizational innovation support may be limited.

This study contributes to the literature by demonstrating that job crafting behaviors serves as mechanisms between organizational support for innovation and knowledge sharing. The findings further advance the literature by revealing three psychological and motivational processes that may explain this relationship, particularly when comparing teleworkers to office workers. Our results reveal that the effect of organizational support for innovation on job crafting and knowledge sharing is stronger among workers who telework compared to office workers. This advances the theory of conservation of resources, especially the significance of resource gains, particularly in contexts where employees need resources, such as in telework.

The purpose of this paper is to examine the underlying mediating mechanism and contextual conditions in the relationship between dynamic capabilities and novelty-centered business model design (NCBMD).

Using data from 146 firms in China and the process conditional modeling, the authors acquire evidence supporting the hypothesized moderated mediation.

The authors find that interfunctional coordination plays a crucial mediator role in the relationship between dynamic capabilities and NCBMD. Environmental dynamism positively moderates the mediating effect of interfunctional coordination on the relationship of dynamic capabilities and NCBMD.

First, the research setting focuses on a specific intermediary mechanism of dynamic capabilities on NCBMD. Second, dynamic capabilities are considered as an integrative construct in the study. Future research could further examine the effect mechanism of dynamic capabilities' sub-dimensions, which might provide more theoretical findings. Third, the impact of public policies, an important source of environmental dynamism, on NCBMD needs a fine-grained analysis. Fourth, the sample data restricts the popularity of the conclusion.

First, firms should be aware of the irreplaceable role of dynamic capabilities in the process of designing a novel business model. Second, firms promoting the design of business models should pay more attention to interfunctional coordination. Third, the significant moderating mediation effect reveals that the importance of interfunctional coordination for the relationship between dynamic capabilities and NCBMD under a highly dynamic environment.

First, the authors reveal how a firm's dynamic capabilities can promote NCBMD. By focusing on the influence of dynamic capabilities on NCBMD, the authors elucidate the source of value creation from the perspective of organizational capability. Second, the analysis of mediating effect delineates the bridging mechanism of dynamic capabilities and NCBMD. These findings emphasize the important role of interfunctional coordination in designing a novel business model. Third, given the context of this research, the results present implications for the role of a dynamic environment. For the methodology of theoretical research, the different findings indicate that scholars could further refine the manipulation of moderators, which contributes to elucidate new conclusions ignored in the past studies. Accordingly, this research extends both theoretical research and methodology.

The purpose of the study is to investigate how organizations can exploit performance management through reflective practice to foster innovativeness and performance.

A conceptual framework has been designed to link the studied concepts and to explicitly indicate current research gaps in the area. Moreover, the authors have conducted interventionist case studies to understand the interconnections between theory and practice.

This study showed that there are many possibilities with which to exploit performance management through reflective practice to foster innovativeness and performance. The study has three main implications. First, reflective practice can be learned and developed. Second, reflective practice is connected to innovativeness and performance. Third, performance management through performance measurement systems can assist in targeting the reflective practice.

New forms of performance measurement and management are receiving increasingly amount of attention, because the traditional forms of managing organizations do not fulfill the needs of rapidly changing environment. Prior studies maintain that a performance measurement and management supports the periodic execution of the same routines in organizations where changes are small or non-existent. In these forms, the role of reflection as an individual, collective or organizational practice is emphasized.