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The main purpose of this study is to provide a relatively integrated perspective on the role of market orientation, strategic flexibility and technological capability as multiple organizational capabilities and their potential effectiveness in promoting business model innovation (BMI) and business performance.

To achieve this objective, an empirical survey was conducted among 379 firms in Greece. Initially, exploratory factor analysis and then confirmatory factor analysis were applied. Finally, the structural relationships among the latent factors were determined through structural equation modeling.

The results show the positive effect of market orientation on strategic flexibility and technological capability. Strategic flexibility drives firms to BMI and then business performance. Furthermore, it is essential that firms build up technological capability to be effective in BMI and business performance.

Data were collected at only one point in time from one country, Greece. This might pose limitations on the generalizability of our results. Future research could also explore how organizations develop strategic flexibility and BMI capabilities in different environmental contexts and organizational structures.

This study sends the message that companies focusing on market orientation and technological capability can led to higher strategic flexibility and BMI capabilities, which in turn act as a catalyst for business improvement.

The proposed model provides plausible guidelines that advance the research on multiple organizational capabilities in companies.

The objective of this study is to improve the food supply chain performance taking into consideration the fundamental concepts of traceability by combining the current frameworks, its principles, its implications and the emerging technologies.

A narrative literature review of already existing empirical research on traceability systems was conducted resulting in 862 relevant papers. Following a step-by-step sampling process, the authors ended up with 46 final samples for the literature review.

The main findings of this study include the various descriptions of the architecture of traceability systems, the different sources enabling this practice, the common desirable attributes, and the enabling technologies for the deployment and implementation of traceability systems. Moreover, several technological solutions are presented, which are currently available for traceability systems, and finally, opportunities for future research are provided.

It provides an insight, which could affect the implementation process of traceability in the food supply chain and consequently the effective management of a food traceability system (FTS). Managers will be able to create a traceability system, which meets users' requirements, thus enhancing the value of products and food companies.

This study contributes to the food supply chain and the traceability systems literature by creating a holistic picture of where something has been and where it should go. It is a starting point for each food company to design and manage its traceability system more effectively.

The purpose of this study is to build a theory presenting talent development as a driver for innovativeness and strategic flexibility, and how these organizational capabilities affect financial performance.

As a methodological approach, this study uses a rich combination of literature review and exploratory interviews with managers and academicians. Moreover, a conceptual framework is tested by confirmatory factor analysis and finally structural equation modelling using the survey data from 462 Greek firms.

The results show the positive effect of talent development on strategic flexibility and innovativeness. Moreover, strategic flexibility is an influential firm capability for innovativeness and financial performance. This study also reveals the significance of innovativeness on financial performance.

This study explores talent development and two certain organizational capabilities, but many other topics that affect business performance remain unexplored. The role of environmental characteristics could also be examined as a moderator in the proposed relationships.

This study offers clear implications for managers, proving that talent development is a major driving force behind strategic flexibility, innovativeness and financial performance in order for managers to allocate resources, and to develop and execute these capabilities as an integral part of business strategy.

This empirical study contributes to the literature by developing a research conceptual framework of three underdeveloped firm capabilities, investigating and explaining both their correlations and dynamic nature and their role in financial performance improvement.

The purpose of this study is to build a theory on management investigating the relationship between organizational culture and strategic flexibility in firms, and how this relationship is affected through industry 4.0 capabilities and the market orientation of firms.

As a methodological approach, this paper uses a rich combination of literature review and exploratory interviews with managers and academics. Data were collected from 379 industrial managers; confirmatory factor analysis (CFA) and finally structural equation modeling (SEM) were performed to validate the data and examine the hypothesized relationships.

The results show that organizational culture drives firms to strategic flexibility, but the introduction of industry 4.0 capabilities and market orientation fully mediate this relationship, revealing their significance to strategic flexibility.

All the respondents of the study's dataset were from Greek firms; the role of national culture should be considered. Moreover, the comprehension of I4.0 is a quite recent concept that is still being formulated, this feature may modify the results of future studies.

Managers should allocate resources for the concurrent adoption of digital technologies capabilities and suitable market-oriented strategies in order for them to be key drivers for enhanced strategic flexibility.

The current state of knowledge of both theory and practise for critical organizational factors such as organizational culture, strategic flexibility, industry 4.0 capabilities and market orientation will be extended.

The main purpose of this study is to investigate the role of Industry 4.0 capability (I4.0 C) in creating a supportive environment for business model innovation by focussing on the mediating role of knowledge management capability (KMC) and the moderating effect of market uncertainty.

This paper uses interviews with managers and academics. Data were collected from 379 managers; CFA and finally regression analysis were performed, and the program “PROCESS” software was used to validate the data and examine the hypothesized relationships.

KMC mediates the relationship between Industry 4.0 capability and business model innovation. The effect of Industry 4.0 capability on KMC is stronger for firms with increased market uncertainty. In contrast, the impact of KMC on business model innovation is weaker for firms operating in highly-uncertain markets.

Data were collected at only one point in time from one country, Greece. This might pose limitations on the generalizability of our results. Future research should test the relationships examined in this study in other international contexts.

Managers should invest in more advanced technology in order to obtain knowledge and capability. In addition, they need to pay more attention to how their firms' knowledge derived from Industry 4.0 contributes to business model innovation.

The current state of knowledge of both theory and practise for critical organizational factors such as Industry 4.0 capability, KMC, business model innovation and market uncertainty will be extended.

The purpose of this paper is to examine whether environmental dynamism can drive firms to adopt sustainability, taking into consideration the mediating role of the innovation process, strategic flexibility and human resource development in this relationship.

The proposed framework is tested by confirmatory factor analysis and finally structural equation modeling (SEM) using the survey data from 513 Greek firms.

The results show that environmental dynamism drives firms to sustainability, but the introduction of innovation process, strategic flexibility and human resource development fully mediate the effect of this relationship.

This study explores three organizational factors. In future research it would be very interesting to explore other topics that affect sustainability. Moreover, it might be useful for researchers to examine firms' digital capability and ambidextrous sustainability.

This study offers clear implications for managers, proving that innovation process, strategic flexibility and human resource development are critical factors in achieving sustainability.

This empirical study determines the contribution of environmental dynamism to sustainability taking into consideration the role of three critical organizational factors as mediators in this relationship.

In times of strong global competition and worldwide economic downturn, there is an imperative need for public services organizations to reform and improve their quality. These organizations can base their improvement efforts on Lean philosophy. The purpose of this study is to assess the employees’ perceived degree of adoption of Lean principles by public services organizations in Greece. Determining the differences in the perceptions of groups of employees with regard to the adoption of Lean principles by public organizations is also an aim of the study.

A questionnaire survey was published online, inviting employees of Greek public services organizations to assess the degree of Lean adoption by their organizations, specified on the basis of general principles. A total of 1,022 employees completed the structured questionnaire. Descriptive statistics were applied to assess the degree of adoption of Lean principles by public organizations. The nonparametric Mann–Whitney U Test and Kruskal–Wallis Test were also applied to determine whether there are statistically significant differences in the perceptions of groups of employees with regard to the adoption of Lean principles by public organizations.

According to the perceptions of employees, Greek public organizations adopt Lean principles to a high extent. However, there is room for further improvement in the degree to which Lean is adopted. Statistically significant differences are observed in the perceptions of groups of employees from different sized organizations, hierarchical levels, skill sets and service subsectors, with regard to the degree of adoption of Lean principles by their organizations.

The employees of the public sector who were invited to respond to the survey through social media, the subjective nature of the data collected and the fact that this is a country-specific study constitute the main limitations of the present study, based on which future studies can be designed.

By determining the strong and weak points of the adoption of Lean principles by Greek public services organizations, suitable managerial initiatives can be undertaken by these organizations to fully adopt Lean, eliminate waste and enhance quality management.

Understanding and improving the current status of the adoption of Lean principles by Greek public organizations will influence the services provided to the citizens in terms of time, quality and delivery.

To the best of the authors’ knowledge, this is the first study which provides insights, based on employees’ perceptions, into the adoption of Lean by the public services sector.

This study aims to investigate the efforts and role of technology leaders in achieving organizational commitment to sustainability through mediating the role of green HRM practices and moderating the role of green knowledge sharing.

This empirical research study is based on two theories: upper echelon theory and social capital theory, in which data were collected from 284 permanent faculty employees belonging to the government, semi-government and private HEIs recognized universities of Pakistan.

The results confirm that the technology leadership style has a significant impact on organizational commitment to sustainability. Whereas green HRM practices as a mediator and green knowledge-sharing behavior as a moderator have also significant impacts on the organizational commitment to sustainability.

This study integrates the concept of technology leadership as a strategy and green HRM practices as a process that jointly impacts organizational commitment to sustainability.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Strategic flexibility (SF) enables companies to respond quickly and effectively to changes in their market environment. A positive organizational culture can help strengthen SF and its impact can be increased through adoption of Industry 4.0 capabilities and high levels of market orientation.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.