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The purpose of this study is to investigate what type of knowledge enhances the frequency of strategic renewal for organizations operating in high velocity environments. It also investigates whether strategic renewal frequency is beneficial, rather than harmful in such environments.

The study followed a two-step data collection process involving pilot interviews and an on-site survey data collection procedure. The authors first conducted face-to-face pilot interviews with 16 fashion retailers lasting 30 min to 2 h. They then tested their hypotheses by using a sample of 152 South Korean fashion retailers, as the fashion industry is a prototypical high velocity environment.

Firms that have a higher rate of strategic renewal frequency outperform those with a lower one. Moreover, the frequency of strategic renewal mitigates the ill effects of lack of legitimacy not imbued by a franchisor’s backing. Finally, firms can increase the frequency of their strategic renewal efforts by accessing knowledge from their main customers more efficiently.

The results of this study provide a refined picture of the role of knowledge acquisition efficiency and strategic renewal frequency in the pursuit of competitive advantage in high velocity environments.

This paper aims to clarify the relationship between explicit and tacit knowledge in specific organizational environments. It seeks to explore processes and strategies currently being deployed as best practices in the military to see what can be learnt from them and to improve the use of knowledge assets in large‐scale organizations in high‐velocity and/or turbulent environments.

High velocity/turbulent environments are defined. The paper uses examples from the public sector and the private sector and provides a model for knowledge management in high velocity/turbulent environments (HVTE) and offers several propositions for further exploration.

The paper provides insights into how and why tacit knowledge is more important to decision making and strategic positioning in high velocity/turbulent environments. The complexity of knowledge management is enormous.

What the authors learned from the military can serve as lessons for businesses to improve their agility in high velocity/turbulent environments. Businesses can apply this knowledge in considering the types of environments they operate in and which methods of knowledge transfer would serve them best to remain competitive.

This paper addresses what the authors believe is missing in knowledge management research to date – how and when tacit knowledge is more critical to organizational success than the use of explicit knowledge. The analysis also provides an environmental framework that distinguishes the use of tacit and explicit knowledge.

To reconceptualize the organizational environment in a comprehensive manner, it is important to specify not just the velocity but also other aspects of turbulent environments. Concurrently, the purpose of this paper is to also propose that organizational adaptability and, particularly, the speed of adaptations are critical to moderate the impact of turbulence in the environment on organizational performance.

This paper uses a conceptual methodology to fully specify turbulent environments and commensurate managerial response appropriate for such environments. Based on a perspective borrowed from the field of fluid dynamics used to specify the phenomenon of turbulence, the authors develop a conceptual model with research propositions. Four dimensions that describe turbulence in fluid flow when applied metaphorically offer a comprehensive view of the organizational environment.

An extreme, unanticipated, sudden onslaught resulting in a prolonged disrupted environment such as during the recent coronavirus crisis is best characterized as having caused turbulent environmental conditions. Management theories have addressed disruptions as high-velocity environments in the context of rapid changes in information technology. With a broadened conceptualization of the organizational environment to better capture extreme disruptions, the authors provide a comprehensive model appropriate for turbulent environmental conditions and offer research directions for scholarly pursuit.

This paper provides a new perspective from the physical sciences to better conceptualize organizational environments during extreme disruptions such as in turbulent environmental conditions.

Entrepreneurial innovation has been the most important source for improvement in firm performance. Innovation in family firms has become the focal issue in firm strategy. In today’s high-velocity environment, the dynamic organizational adaptation is essential for sustainable competitive advantage. The purpose of this paper is to investigate the nature of changes in external environment and the relationship between changes in the economic environment and family firms’ innovation in response to the environmental shift.

The authors designed a survey questionnaire to obtain primary data for the study. The survey consists of family firm structure, innovation drivers, governance, core competence and performance. Authors applied a random stratified sample method in selecting samples to reflect the population in family firms.

The study identified market conditions, technology and regulation as innovation drivers. The authors found that these innovation drivers have positive effects on family firm performance, although the technology variable is the only statistically significant variable at the conventional statistical significance level.

The authors expected to have better response rate, and wish to have more observations. The authors would have stronger results if you could get more data.

Family firms need to respond to the high velocity of environment and to develop capabilities that understand the nature of changes in economic environment and take effective steps. The study findings offer guidelines for the managers of how to manage the firms in the dynamic environment.

Family firms should use this results to develop strategies to deal with various economics situations.

The study identifies innovation drivers in family firms. The study contributes to finding and empirical testing of family firm innovation drivers. Findings of the study are valuable for managing the high velocity of today’s economic environment: changes in markets, technologies and regulations.

This paper aims to explore a new concept of knowledge corruption (KC) within knowledge management with a focus on KC in high-velocity, turbulent environments (HVTEs) and its impact on business and military competitive advantage.

The conceptual paper explores existing literature and then develops new models involving the impact of KC on knowledge transfer and the moderating variables of culture and leadership in HVTEs.

Several new models are proposed including knowledge transfer and corruption in HVTEs with possible forms of KC, the relationships of variables in tacit knowledge transfer (TKT) and KC in HVTEs and organizational archetypes for TKT and KC.

While the literature review provides a decent analysis of existing theories and models, the review is not exhaustive, and there may be alternative models and theories not covered.

The development of new models and theories within the field of knowledge management on KC in HVTEs represents important practical knowledge for management to reduce KC within their organizations to improve more effective knowledge transfer for sustainable innovation and better decision-making.

This paper provides a new, unique look at aspects of knowledge management that are currently underserved. The concepts of KC and HVTEs represent original content within this field.

We blend knowledge creation and complexity perspectives in a model of strategy-making that explains how top managers in organizations that are reinventing their industries in high-velocity environments conceptualize the strategy-formation process. The model is grounded in four in-depth case studies of Internet banks that are part of different established financial groups in Spain. The main findings suggest that strategy-making seems to emerge out of the interplay of the following interrelated constructs: action, reflection-on-action, imagination, and simple guiding principles. The study of such constructs from the perspectives of knowledge creation and complexity theory suggests interesting implications. Action and reflection-on-action seem to form a first SECI (Socialization–Externalization–Combination–Internalization) spiral of knowledge creation. Out of the interaction of action and reflection-on-action, imagination may emerge when the system has reached a “critical state”. Imagination forms a second SECI spiral of knowledge creation. The interaction between imagination and action on a higher level results from the emergence and application of simple guiding principles, which provide the organization with coherence between what is imagined and what is done, and guide the actions taken throughout the organization with flexible planning. We conclude by proposing that strategy-making may be understood as a complex, double-loop process of knowledge creation.

Aims to explore how high performing teams create exponential growth.

Characteristics of the market within which the high‐performance team operated are described as accelerated change (high velocity) and knowledge creation (innovation and research). These characteristics more often than not describe characteristics of firms operating in the global enterprise system. The opinions and experiences expressed are articulated so that others who wish to emulate significant levels of performance have a roadmap to such success.

Conditions for success across a wide range of organizational principles, actions and philosophies are articulated and highlight the systems orientation of high performance. Organizations who wish for accelerated growth, resilience and change will be introduced to a series of techniques which, when applied, create understanding required for swift action in high velocity, global markets. The viewpoint is grounded in actual experience and the understanding of a leader who led through team leaders for superior outcomes. A model of leadership activities, actions, principles and philosophies required to gain this superior performance is shared.

The article is particularly relevant to practicing leaders in knowledge industries characterized by transaction and innovation speed, as well as the accompanying change that often follows innovation. Application will also be highly relevant to those leaders who lead highly proficient knowledge workers, as the model creates understanding of the organizational conditions necessary to unleash the full potential of these employees.

Practitioners will find the information in the article very useful in helping to focus on day to day operations and the relevant view things which create dynamic results.

This article seeks to provide a theoretical framework for facilitating talent management decisions in the music industry.

Strategic decision‐making theory and the resource‐based view of strategy are used to identify the talent‐selection process as a core capability in the entertainment industry. Their original combination leads to the introduction of a framework aimed at facilitating the selection and development of core competencies and capabilities in music companies, and thus at increasing their likelihood of creating and sustaining a competitive advantage based on their artist selection processes.

The integration of both theories in the music sector leads to the need for the organisation's ability to “improvise” and develop “skilled decision makers”. The industry is identified as an atypical high velocity environment, in which incremental approaches may not be sufficient to adopt by managers, because artist investments usually represent long‐term commitments for the firm. Three different existing types of talent valuation techniques are identified, which can be facilitated by complementing resource‐based and decision‐making perspectives.

The paper does not discuss differences in the types of music organisations such as publishers, record companies, labels etc. Moreover, it focuses on popular music in general only. Empirical testing of the proposed findings is needed to further validate the capability framework.

The framework provides a managerial guideline for implementing decision models in the music industry and increasing the success rate of artist selection.

The paper uses the specific context of the music industry to introduce a methodology of how organisational decision processes may eventually lead to a sustainable competitive advantage. It provides a starting point for linking resource‐based and strategic decision‐making theory, since it indicates how decision models should be developed from a core capability perspective.

This study aims to: identify organizational and environmental factors affecting strategic decision‐making speed; examine the relationship between those factors and innovation performance; and clarify the relationship between strategic decision‐making speed and innovation performance.

A survey was conducted on 73 large‐scale firms operating in the manufacturing industry in Turkey, in May 2006 and December 2006.

The research findings related to the linkage between participation and strategic decision‐making speed indicate that extensive participation accelerates the pace of decision making.

This survey was conducted on CEOs and top managers of large‐scale manufacturing firms operating in Turkey. Cultural differences may become evident from those findings. Also, results might be different if only small and medium‐size firms, or firms in different industries were used.

This survey is one of the first to examine the strategic decision speed and innovation performance relationship, revealing the positive effect of strategic decision speed on innovation performance. It is the first one to be conducted in an Eastern country like Turkey, filling the gap in the literature.

Firms face high velocity conditions today that render product market strategies increasingly temporal. Strategic flexibility is critical for enabling rapid adaptation to a changing environment. At the same time, managerial commitment to product‐market strategy signifies the extent to which a manager comprehends and supports the strategy and reflects a necessary sense of ownership for any chosen product‐market strategy. The purpose of this paper, then, is to examine strategically ambidextrous firms through the twin lenses of flexibility and commitment to determine whether performance benefits accrue from such characteristics.

While traditional research streams examine strategic flexibility and commitment to product‐market strategy as opposing ends of a continuum, this paper adopts a broader perspective and examines strategic flexibility and commitment to product‐market strategy as elements of strategically ambidextrous firms. Cluster analysis is used to identify groups of high and low strategically ambidextrous firms.

Strategically ambidextrous firms exhibit commitment to product‐market strategy, which enables the effective realisation of selected strategies through focusing managerial attention and firm resources, and strategic flexibility, which enables adaptation of the planned product‐market strategy based on feedback received, or abandonment followed by new strategic choices and impetus. The paper reveals that firms with high strategic ambidexterity exhibit significantly greater levels of strategic resources, decentralisation, product‐market strategy process effectiveness, and implementation effectiveness compared with low ambidexterity firms. Thus, strategic ambidexterity is revealed to endow significant performance benefits.

This paper addresses the need to examine ambidexterity as “flexible commitment”.