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Whenever social injustice tackled by social movements receives heightened media attention, charitable crowdfunding platforms offer an opportunity to proactively advocate for equality by donating money to affected people. This research examines how the Black Lives Matter movement and the associated social protest cycle after the death of George Floyd have influenced donation behavior for campaigns with a personal goal and those with a societal goal supporting the black community.

This paper follows a quantitative research approach by applying a quasi-experimental research design on a GoFundMe dataset. In total, 67,905 campaigns and 1,362,499 individual donations were analyzed.

We uncover a rise in donations for campaigns supporting the black community, which lasts substantially longer for campaigns with a societal than with a personal funding goal. Informed by construal level theory, we attribute this heterogeneity to changes in the level of abstractness of the problems that social movements aim to tackle.

This research advances the knowledge of individual donation behavior in charitable crowdfunding. Our results highlight the important role that charitable crowdfunding campaigns play in promoting social justice and anti-discrimination as part of social protest cycles.

The study aims to investigate how enterprise information systems strategies-enabled strategy-making (ISS-SM) influences organizational agility (OA) via the mediated role of IT-enabled dynamic capabilities (ITDC) under environmental dynamism (ED). The study also investigates natural country moderation associated with the business context of the countries where the respondents are located might influence these relationships.

The study aims to investigate how enterprise ISS-SM influences OA via the mediated role of ITDC under ED. The study also investigates natural country moderation associated with the business context of the countries where the respondents are located that might influence these relationships.

The results demonstrate that ISS-SM influences ITDC to gain OA independent of the ED level. Indian and Brazilian firms show no different effects in the relationship of the research model. However, post hoc analysis revealed that strong ISS-SM on OA is fully mediated by ITDC under higher ED with a substantial coefficient of determination, more prominent for Indian firms characterized by young-age and middle-size firms, agribusiness and government sectors.

The fundamental to enabling practice and praxis of the strategy-as-practice approach to OA gains mediated through ITDC in different business context conditions.

The research contributes to extending the literature on the enterprise information systems strategy and information technologies capabilities.

This paper aims to systematically review and synthesize existing research on learning-driven strategic renewal and examines the findings to elucidate the dimensions, antecedents, mechanisms and consequences associated with learning-driven strategic renewal, thereby addressing gaps in the existing literature.

This research covers learning-driven strategic renewal from 1992 to 2022, using hybrid snowball sampling techniques and Boolean searches on the Scopus and Web of Science databases to extract 49 papers.

This review proposes an organizing framework for learning-driven strategic renewal, building upon existing literature. The framework identifies various dimensions of the process, including antecedents, mechanisms and consequences. The antecedents are categorized into individual, organizational and external factors. The mechanisms for learning-driven strategic renewal were explored within the context of Crossan’s established 4I framework, which serves as a lens for emphasizing the balance between exploratory and exploitative learning. Within this framework, intuiting, interpreting, integrating and institutionalizing are the four “Is” that guide the renewal process. These mechanisms require a robust system to enforce the prescribed processes effectively, thereby contributing to long-term firm performance and sustainability.

Despite using search terms similar to those in existing literature on strategic renewal, the scope and depth of this study may be limited. Further research may benefit from bibliometric screening or more refined inclusion criteria.

While there has been extensive research into both organizational learning and strategic renewal, no coherent framework links them. This study fills this gap by building a framework that identifies connections between these two concepts, providing valuable insights that may be used to foster successful strategic renewal efforts. The review offers valuable knowledge and understanding of the subject matter, serving as useful guidance for effectively driving renewal initiatives within organizations.