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The aim of the study is to analyze how knowledge spillovers and knowledge management capabilities affect the innovation capabilities of hospitality sector companies in crisis environments.

A survey was completed by 63 hotel directors based in Portugal, gathering data on knowledge spillover, knowledge management capabilities and innovation capabilities. Two multiple linear regression models were used to estimate the impact of knowledge spillovers and knowledge management capabilities on innovative capability.

It has been concluded that knowledge spillovers work as external benefits of knowledge creation, increasing the innovation activities of companies in the hospitality sector, which reinforces that knowledge spillovers help to enhance innovation capabilities. The study's results show that it is essential for companies to manage knowledge. It also concludes that effective knowledge management facilitates the exchange of knowledge required in the innovation process. Knowledge spillovers improve the performance of innovation in companies through the development of new insights and innovation capabilities.

This research was carried out in a period of crisis. As expected in a troubled period, the results are extremely volatile. This study's sample is composed of Portuguese hospitality companies.

This research provides valuable insights into the overflow of explicit and tacit knowledge in the hotel industry. Moreover, this study offers new insights into the mediating role of knowledge management capability in the relationship between a hotel's knowledge overflow and its innovation performance.

This study aims to build a theoretical model including intermediate-level outside-in marketing capabilities (ILOIMC), radical and incremental technological innovations and management innovation.

This research used 272 pairs of survey questionnaires from Chinese firms’ managers to examine the hypotheses.

The results indicate that ILOIMC enhance management innovation by stimulating radical technological innovation. Furthermore, the mediating effect of incremental technological innovation depends on technological turbulence.

This study may have several limitations which future research could try to overcome: cross-sectional data, Chinese samples, exclusive focus on ILOIMC, sociotechnical approach to innovation typology and measuring ILOIMC as a first-order variable.

ILOIMC can significantly improve innovations in technology and management systems by using customer value and market information.

This study proposes a new taxonomy to classify marketing capabilities into lower-level inside-out marketing capabilities, ILOIMC and higher-level outside-in marketing capabilities. It also provides an explicit discussion and examination of the influence of ILOIMC on technological and management innovations and the contingency effect of technological turbulence. Thus, it responds to Musarra and Morgan’s (2020) call for more research into the mechanism that explains when (the conditions under which) and how (the process by which) outside-in marketing capabilities could contribute to firm innovation.

Given the importance of leadership practices and knowledge resources in fostering innovation capabilities of firms, the purpose of this study is to explore the influence of transformational leadership on exploitative and exploratory innovation via mediating role of knowledge management capability. This study also attempts to increase understanding of the appropriate mechanisms for firms to pursue innovation capability by examining the moderating mechanism of competitive intensity.

This study utilized the structural equation modeling and cross-sectional design to test hypotheses in the proposed research model using survey data collected from 351 participants in 120 manufacturing and service firms.

The findings indicate that transformational leadership induces greater effect on exploratory innovation compared to its effect on exploitative innovation. The mediating role of knowledge management capability between transformational leadership and aspects of innovation capability is also supported. Especially, the influences of knowledge management capability on exploratory innovation capability are enhanced and depended on the degree of competitive intensity.

Future research should examine the mediating mechanisms of knowledge acquisition, knowledge sharing and knowledge application to provide deeper insight on the role of specific components of knowledge management capability in linking transformational leadership and innovation capability.

The paper highlights the important role of transformational leadership practices for fostering knowledge management capability and specific aspects of innovation capability under high level of competitive pressure.

The paper is unique in the attempts to provide a prospective solution for firms to pursue and improve innovation based on the meaningful insights on the mediating role of knowledge management capability and moderating effect of competitive intensity in the relationship between transformational leadership and specific dimensions of innovation capability.

Given the decisive role of knowledge-oriented leadership (KOL) in boosting organizational innovation capacities, the research intends to investigate the effect of KOL on ambidextrous innovation with the mediating effect of knowledge management capability (KMC). Furthermore, technological turbulence (TT) is regarded as a moderator in the relationship between KMC and ambidextrous innovation.

The data obtained from 122 Pakistani manufacturing firms were used to evaluate the proposed relationships using the partial least square structural equation modeling approach.

The empirical findings demonstrate that KOL positively affects both aspects of ambidextrous innovation, namely exploitative innovation (EII) and exploratory innovation (ERI), with a higher effect on EII. Additionally, knowledge management process capability (KMPC) partially mediates the association between KOL and both dimensions of ambidextrous innovation (EII and ERI). Similarly, knowledge management infrastructure capability (KMIC) mediates the link between KOL and ERI but does not mediate the relationship between KOL and EII. The impacts of the KMPC and KMIC on EII are also significantly moderated by TT, although the link between the two components of the KMC (KMPC and KMIC) and ERI is unaffected.

The research provides useful knowledge and a novel strategy for policymakers to foster KOL and invest in KMC to improve the capabilities of Pakistani manufacturing firms in terms of innovation.

The research has contributed significantly to the resources-based view and knowledge-based view (KBV) literature by examining the various mediation moderation mechanisms and offering greater insights into the relationship between KOL and firms, KMC, and ambidextrous innovations.

This study attempts to find the structural relationship between Total Quality Management (TQM) and Corporate Sustainability (CS) by analyzing the role of Innovation Capability (IC).

The authors conducted the study in the context of manufacturing industries in the Indian Micro Small and Medium Enterprises (MSME) sector. In the process, The authors attempt to throw light on the significance of TQM and IC in bringing out sustainable practices in organizations. The authors used Structural Equation Modeling with AMOS to study the relationship between TQM and CS.

The authors measured TQM through product control management, process control, vendor quality management and customer relationship improvement. We did find a direct relationship between TQM and CS, along with its three dimensions: environmental sustainability, economic sustainability and social sustainability. TQM was found to be antecedent to IC. IC, measured through product innovation, process innovation and managerial innovation, did not mediate the relation between TQM and CS. However, the link between TQM and social and environmental sustainability partially mediates through IC at the dimension level.

TQM can provide a holistic means of nurturing participation and satisfaction of stakeholders for achieving corporate sustainability and in the process, can create an innovative culture for stimulating a circular social economy.

This study fills the gap in the literature by providing a structural model that explains the relationship between TQM and corporate sustainability and highlights the role of innovation capability in achieving it.

This paper aims to examine the influence of managerial practices, productivity and change management process (CMP) on organizational innovation capability of small and medium businesses. This study also investigates the moderating role of technological turbulence (TT) on organization capability.

A theoretical model was developed based on existing literature and theories. It was then validated using the partial least squares structural equation modeling technique to analyze 327 responses from small and medium businesses. Moderator analysis was conducted to investigate how TT moderates organizational innovation capability.

This study found that management practices have a significant and positive influence on the innovation capability of small and medium business. The study also found that both CMP and modern technology adoption are crucial toward improving their innovation capability. Finally, the study also demonstrated that TT has a significant impact on organizational innovation capability.

This research study has proposed an effective theoretical model of the relationship between managerial practices and organizational innovation capability. The proposed model is effective in demonstrating to managers and leaders of small and medium businesses the importance of managerial practices, CMP and the adoption of modern technologies on organization innovation capability, which can help to develop new products.

This research is unique, as the proposed model is the first of its kind to establish the relationship between managerial practices of small and medium businesses with organizational innovation capability. No other extensive study has proposed such a model especially for these businesses. Also, the explanative power of the proposed model is 72%, which shows the effectiveness of the proposed model.

Big data analytics capabilities are the driving force and deemed as an operational excellence approach to improving the green supply chain performance in the post COVID-19 situation. Motivated by the COVID-19 epidemic and the problems it poses to the supply chain's long-term viability, this study used dynamic capabilities theory as a foundation to assess the imperative role of big data analytics capabilities (management, talent and technological) toward green supply chain performance.

This study was quantitative and cross-sectional. Data were collected from 374 executives through a survey questionnaire method by applying an appropriate random sampling technique. The authors employed PLS-SEM to analyze the data.

The findings revealed that big data analytics capabilities play a significant role in boosting up sustainable supply chain performance. It was found that big data analytics capabilities significantly contributed to supply chain risk management and innovative green product development that ultimately enhanced innovation and learning performance. Moreover, innovation and green learning performance has a significant and positive relationship with sustainable supply chain performance. In the post COVID-19 situation, organizations can enhance their sustainable supply chain performance by giving extra attention to big data analytics capabilities and supply chain risk and innovativeness.

The paper specifically emphasizes on the factors that result in the sustainability in supply chain integrated with the big data analytics. Additionally, it offers the boundary condition for gaining the sustainable supply chain management.

This paper has predicted digital supply chain (DSC) adoption through the role of firms' proactiveness, knowledge management capability (KMC), innovation ambidexterity and the moderating effect of environmental dynamism.

Survey data from 354 managers in manufacturing and service firms were analysed using the PLS-SEM model.

The present study's findings ascertained the significant role of innovation ambidexterity in influencing DSC adoption, given that innovation exploration's direct and mediating impacts were greater than innovation exploitation's. Firms' proactiveness had the highest path coefficient value among the endogenous variables as an indispensable source for firms to successfully embrace KMC and innovation ambidexterity. The role of firm size on DSC adoption was also significant, revealing that SMEs were more likely than larger firms to adopt DSC practices. Despite its significant effect on innovation ambidexterity, KMC surprisingly exhibited no direct influence on DSC adoption. Furthermore, the findings demonstrated the significant moderating role of environmental dynamism on the effect of KMC on innovation exploration.

This research endeavour has presented valuable insights for scholars and managers, furnishing them with a framework to facilitate decision-making processes regarding adopting DSC practices. A key insight gleaned from this study has been the remarkable value of firms' proactive behaviour and innovation ambidexterity in facilitating DSC adoption decisions. Such adoption has empowered organisations to deploy appropriate interventions and allocate resources efficiently, considering the pivotal role of innovation exploration in contrast to the relatively limited impact of innovation exploitation within this context. Managers may also underscore the significance of firm size in shaping DSC adoption decisions. Small- and medium-sized enterprises (SMEs) have been more likely to embrace DSC initiatives than their larger counterparts. The agile scale and streamlined organisational structures of SMEs often translate into faster decision-making processes, allowing for DSC adoption with relative ease. SMEs might also exhibit a greater openness to reap the benefits associated with DSC systems, such as improved operational efficiency and cost reduction.

The present study has advanced DSC adoption research by examining innovation ambidexterity, knowledge management capability and firms' proactiveness. It has also provided valuable insights for scholars and managers, presenting a framework for decision-making processes regarding DSC adoption in an emerging economy context.

Due to the vital role of innovation for firms to respond effectively to the rapid changes of business environment, the purpose of this study is to explore the influence of transformational leadership (TL) on innovation capability of firms via mediating role of knowledge management capability (KMC). It attempts to deepen insight on the moderating mechanism of innovation culture (IC) in enhancing the effects of KMC on two specific aspects of innovation capability namely product and process innovation.

The paper utilized structural equation modeling (SEM) and cross-sectional design to test hypotheses in the proposed research model using data collected from 339 participants in 75 manufacturing and service firms in China.

The findings indicate that TL directly or indirectly affect firm's innovation via mediating role of KMC. The findings highlight that influences of KMC on aspects of innovation capability are different and depended on the degree of innovative climate in an organization.

Future research should examine the mediating mechanisms of knowledge acquisition, knowledge sharing and knowledge application to provide deeper insight on specific roles of knowledge management's constituents in linking TL and innovation capability.

This study contributes to bridging research gaps in the literature and advancing the insights of how TL directly and indirectly fosters product and process innovation via mediating roles of KMC. By investigating moderating role of IC, this study has provided the valuable initiatives and integration view of a new mechanism to foster specific dimensions of innovation capability of firms in developing and emerging market.

China has climbed from 22nd in the Global Innovation Index Rankings in 2017 to 11th in the 2022 due to the transition of its manufacturing firms from assemblers to system integrators. This paper examines how firms can enhance their innovation capability through inbound and outbound open innovation.

This paper applies both open innovation and a knowledge-based view and proposes a conceptual framework that encompasses innovation capability and the significance of tacit knowledge acquisition. A questionnaire was designed to collect relevant data from 139 Chinese manufacturing firms in six regions to test this framework.

The authors found that inbound open innovation has a stronger impact than outbound open innovation on synergistic innovation capability. The acquisition of skill-based tacit knowledge has a slightly stronger intermediary role between open innovation (no matter inbound or outbound) and synergistic innovation capability than cognitive tacit knowledge does.

Firms should improve external tacit knowledge acquisition efforts to generate new knowledge, inspire the innovation passion of employees and implement ambidextrous open innovation.

This paper makes a good first step to analyze the effect of ambidextrous open innovation on the synergistic innovation capability of Chinese manufacturing firms. It verifies the role of skill-based and cognitive tacit knowledge acquisition and provides new reflections on open innovation strategy in emerging economies, thus enriching open innovation and knowledge-based theories.