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The research evaluated the feasibility of 3D dynamic fit utilizing female compression tops by comparatively analyzing the virtual and actual dynamic fit.

Six female participants were 3D body-scanned and photographed in compression tops in four types of athletic movements (pull-up, kettlebell swing, circle-crunch and sit-up). Fit measurements, waist cross-sectional areas, waist width, waist depth, numerical simulation of clothing pressure (kPa) and objective pressure measurements (kPa) were collected from 3D virtual animation, 3D fit scan data and actual photos with the four types of athletic motions. The data were comparatively investigated between virtual and actual dynamic fit.

The 3D-animated body was not reflected with human body deformation because only bone structure was changed while maintaining the constant forms of muscle and body surface in athletic movements. Due to this consistency of virtual dynamic fit, there were significant differences with the actual dynamic fit at the top length, shoulder width and waist cross-sectional areas. Also, the virtual dynamic pressure indicated significantly higher levels than the objective dynamic pressure while presenting no significant correlations at the front neckline, breast, lateral waist, upper back, back armhole and back waist.

This study is the first to verify multiple aspects of virtual dynamic fit using 3D digital technology. This study provided useful information about which aspects of the current virtual animation need to be improved to apply in the dynamic fit evaluation.

Contingency studies within logistics and supply chain management have shown a need for longitudinal studies on fit. The purpose of this paper is to investigate the logistics strategy from a process of establishing fit perspective.

A large Swedish building contractor's logistics strategy process was analysed using a longitudinal single-case study for a period of 11 years (2008–2019).

The case study reveals three main constraints to logistics strategy implementation: a dominant purchasing organisation, a lack of incentives and diverging top-management priorities. This suggests that logistics strategy fit is not a conscious choice determined by contextual factors.

Establishing fit is a continuous cycle of regaining fit between the logistics context and logistics strategy components. Fit can be achieved by a change to the logistics context or to logistics strategy components.

Logistics managers may need to opt for satisfactory fit in view of the costs incurred by changing strategy versus the benefits to be gained from a higher degree of fit.

This paper adopts a longitudinal case design to study the fit between the logistics context and strategy, adding to the body of knowledge on organisational design and strategy in logistics and supply chain management.

Strategy scholars have theorized that a firm's strategic leaders play an important role in firm dynamic capabilities (DCs). However, little research to date has studied how leaders shape the development of DCs. This inductive theory-building study sheds new light on the multilevel architecture of DCs by uncovering that the three core DCs – sensing, seizing, and reconfiguring – operate through distinct individual, group, and organizational processes. Further, the role of strategic leadership is critical as organizational processes create DCs only when they are purposefully designed by firms' strategic leaders to enable change and opportunity pursuit. Whether strategic leaders design processes for change and opportunity pursuit, in turn, reflects the extent to which they view change as positive and desirable. Our insights about the role of strategic leaders' positive attitude toward change as an important aspect of firm DCs uncover new interconnections between strategic leadership, organizational design, and the micro-foundations of DCs. Collectively our findings about the role of positive attitude toward change, the purposeful design of processes for change, and the varying manifestations of these processes at different levels of analysis reveal the coupling of strategic and organizational processes in enabling strategic dynamism and change.

This study explores the effect of the strategic fit (tight-fit, minimal-fit and non-fit) between business strategies and human resource (HR) practices on perceived organizational performance (POP). It also investigates the moderating role of firm size on strategic fit–performance linkage.

The data were gathered via an online survey from HR managers of companies listed in “Fortune-500 Turkey, ISO-Top and Second-Top 500”. The form was distributed to 669 organizations, and 102 of them responded. The data were analyzed using one-way ANOVA and moderation analysis.

No statistically significant difference was found in organizational performance according to different strategic fit categories. The moderating effect of firm size was not significant. Yet, tight-fit and minimal-fit appear to be linked to higher organizational performance. The results reveal that business strategies aligned with HR practices could have a favorable impact on organizational performance.

The study differs from previous studies in terms of methodology, the conceptualization of strategic fit categories, the nature of the sample and non-Western origin.

This study aims to examine the role of location autonomy (i.e. autonomy over where to work) in shaping employee mental distress during their working days.

A total of 316 employees from 6 organizations in the UK provided data for 4,082 half-day sessions, over 10 working days. Random intercept modeling is used to analyze half-day data nested within individuals.

Results show that location autonomy, beyond decision-making autonomy and work-method autonomy, is positively associated with the perception of task-environment (TE) fit which, in turn, contributes to lower mental distress during each half-day session. Results of supplementary analysis also show that location autonomy can contribute to higher absorption, task proficiency and job satisfaction via TE fit during each half-day session.

This study reveals the importance and uniqueness of location autonomy in shaping employees' outcomes, offering implications for how organizations can use this in the work–life flexibility policies to support employee mental health.

This study proposes a methodology based on data source triangulation to measure the “strategic fit” for the automotive supply chain.

At first, the authors measured the responsiveness of the Indian automobile supply chain, encompassing the top ten major automobile manufacturers, using both sentiment and conjoint analysis. Second, the authors used data envelopment analysis to identify the frontiers of their supply chain. The authors also measured the supply chain's efficiency, using the balance sheet. Further, the authors analyzed the “strategic fit” zone and discussed the results.

The results indicate that both the proposed methods yield similar outcomes in terms of strategic fitment.

The study outcomes facilitate measuring the strategic fit, thereby leveraging the resources available to align. The methodology proposed is both easy to use and practice. The methodology eases time and costs by eliminating hiring agencies to appraise the strategic fit. This valuable method to measure strategic fit can be considered feedback for strategic actions. This methodology could also be incorporated possibly as an operative measurement and control tool.

Data triangulation meaningfully enhances the accuracy and reliability of the analyses of strategic fit. Data triangulation leads to actionable insights relevant to top managers and strategic positioning of top managers within a supply chain.

Few studies have conceptualized how companies can build and nurture international dynamic marketing capabilities (IDMCs) by implementing growth hacking strategies. This paper conceptualizes growth hacking, a managerial-born process to embed a data-driven mind-set in marketing decision-making that combines big-data analysis and continuous learning, allowing companies to adapt their dynamic capabilities to the ever-shifting international competitive arenas.

Given the scarcity of studies on growth hacking, this paper conceptualizes this managerial-born concept through the double theoretical lenses of IDMCs and information technology (IT) literature.

The authors put forward research propositions concerning the four phases of growth hacking and the related capabilities and routines developed by companies to deal with international markets. Additional novel propositions are also developed based on the three critical dimensions of growth hacking: big data analytics, digital marketing and coding and automation.

Lack of prior conceptualization as well as the scant literature makes this study liable to some limitations. However, the propositions developed should encourage researchers to develop both empirical and theoretical studies on this managerial-born concept.

This study develops a detailed compendium for managers who want to implement growth hacking within their companies but have failed to identify the necessary capabilities and resources.

The study presents a theoretical approach and develops a set of propositions on a novel phenomenon, observed mainly in managerial practice. Hence, this study could stimulate researchers to deepen the phenomenon and empirically validate the propositions.

This study is the first to examine how big data analytics (BDA) capabilities affect green absorptive capacity (GAC) and green entrepreneurship orientation (GEO). It uses the dynamic capability view, BDA and knowledge-sharing literature. There is a lack of studies addressing the BDA–GAC and BDA–GEO relationships and their potential impact on green innovation. Continuing the ongoing research discussion, a few studies examined the vital implications of knowledge sharing (KS) on GAC, GEO and green innovation.

The study used a cross-sectional and stratified random sampling technique to collect data through self-administered surveys among Chinese manufacturing firm employees. The study applied SmartPLS to analyze the obtained data.

The findings revealed that BDA capabilities positively influence GAC and GEO. In addition, GEO and KS positively impact green innovation. The KS recorded a positive impact on GAC and GEO. Furthermore, GAC and GEO recorded a partial mediating effect.

The study acknowledges that GAC is the backbone of a firm green entrepreneurial orientation, which needs to be aligned with BDA capabilities to anticipate future green business trends. GAC's help drives GEO's green business agenda. KS plays a strategic role in developing GAC, fostering GEO and improving green innovation.

The study highlights the necessity of aligning BDA capabilities to fit firms' GEO green business agendas. This study focuses on the role of BDA capabilities in developing firms' green dynamics capabilities (e.g. GAC), which helps GEO drive superior green business growth. KS develops GAC and boosts GEO to enhance green innovation.

The agricultural supply chain is susceptible to disruptive geopolitical events. Therefore, agri-food firms must devise robust resilience strategies to hasten recovery and mitigate global food security effects. Hence, the central aim of this paper is to investigate how supply chains could leverage digital technologies to design resilience strategies to manage uncertainty stemming from the external environment disrupted by a geopolitical event. The context of the study is the African agri-food supply chain during the Russian invasion of Ukraine.

The authors employ strategic contingency and dynamic capabilities theory arguments to explore the scenario and conditions under which African agri-food firms could leverage digital technologies to formulate contingency strategies and devise mitigation countermeasures. Then, the authors used a multi-case-study analysis of 14 African firms of different sizes and tiers within three main agri-food sectors (i.e. livestock farming, food-crop and fisheries-aquaculture) to explore, interpret and present data and their findings.

Downstream firms (wholesalers and retailers) of the African agri-food supply chain are found to extensively use digital seizing and transforming capabilities to formulate worst-case assumptions amid geopolitical disruption, followed by proactive mitigation actions. These capabilities are mainly supported by advanced technologies such as blockchain and additive manufacturing. On the other hand, smaller upstream partners (SMEs, cooperatives and smallholders) are found to leverage less advanced technologies, such as mobile apps and cloud-based data analytics, to develop sensing capabilities necessary to formulate a “wait-and-see” strategy, allowing them to reduce perceptions of heightened supply chain uncertainty and take mainly reactive mitigation strategies. Finally, the authors integrate their findings into a conceptual framework that advances the research agenda on managing supply chain uncertainty in vulnerable areas.

This study is the first that sought to understand the contextual conditions (supply chain characteristics and firm characteristics) under which companies in the African agri-food supply chain could leverage digital technologies to manage uncertainty. The study advances contingency and dynamic capability theories by providing a new way of interacting in one specific context. In practice, this study assists managers in developing suitable strategies to manage uncertainty during geopolitical disruptions.

Much has been written on the effect of fast-moving business environments on organizational and supply chain (SC) management. Yet, empirical findings on the effect of changing external and internal contingencies on today’s globalized agrifood SC networks and performance are still fragmented into different organizational instruments, with some conflicting results remaining unexplained. This study aims to address these deficiencies by providing a comprehensive research framework to investigate how SC external and internal contingencies jointly influence organizational SC network structures and agrifood performance across mutually dependent tiers.

Using partial least squares structural equation modeling, the so-called “contingency–netchain–performance” framework, based on contingent resource-based theory and the netchain approach, was empirically tested on data obtained from a standardized survey of 405 artisanal producers and 238 processors in the Nigerian shrimp sector.

The results provide statistical evidence that supports the path dependency of firm performance from the interplay of vertical, horizontal and lateral relationships and, primordially, from both external and internal contingencies. The findings show that the contingency paradigm of fit among small-scale food producers and processors cuts across tiers and uncover a tendency to adopt relational governance and tighter network structures that result in an organic organization as the best-fitting structure.

The paper presents a new research framework that offers comprehensive empirical explanations for the joint influence of SC external and internal contingencies on organizational SC network structures and performance across mutually dependent agrifood tiers. This study’s conceptual, practical and policy implications for SC management provide a nascent and flexible basis on which to identify the best-fitting organizational strategies that maximize firm performance across agrifood SC tiers characterized by changing business environments.