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The main purpose of this study is to investigate the role of organizational culture in creating a supportive environment for business model innovation (BMI) by focusing on the mediating role of strategic flexibility and the moderating effect of technological capability.

To achieve this objective an empirical survey was conducted among 379 participant firms in Greece. CFA and finally hierarchical regression analysis were performed to validate the data and examine the hypothesized relationships.

The results show that strategic flexibility mediates the relationship between organizational culture and BMI. The effect of organizational culture on strategic flexibility is stronger for firms with increased technological capability.

Data were collected at only one point in time from one country, Greece. This might pose limitations on the generalizability of our results. Furthermore, we did not explore many internal or external mediating or moderating factors in the relationship between organizational culture and BMI.

Managers should consider incorporating a suitable organizational culture into their strategies to enable them improve their strategic flexibility, which further promotes BMI.

The current state of knowledge of both theory and practice for critical organizational factors such as organizational culture, strategic flexibility, BMI and technological capability will be extended.

Strategic leadership plays an important role in achieving organizational success in surviving and growing in a challenging business environment. This study aims to examine the role of strategic leadership in responding to a rare moment in the health industry, which is the combination of government regulations that tend to continue to change and the emergence of COVID-19 pandemic.

A total of 358 respondents from 141 type C and D hospitals in Indonesia participated in this research. This study used six latent variables and 27 dimensions, processed using structural equation modeling.

The results of this study confirmed that resilient leaders will not seek new partners by developing network capabilities; but rather choose to save the hospital first, by resources reconfiguration as response to the unanticipated adversity caused by fusing the government regulation and emergence of the COVID-19 pandemic.

This study makes an important contribution that enables hospital management to develop action plans in response to national health-care regulations coupled with the emergence and extension of the COVID-19 pandemic; as well as the results of the investigation into organizational resources, and to implement strategic resilience capability more effectively.

The paper aims to analyse the construct of business model innovation (BMI) in the digital and sustainable landscape, investigating the key role of boundary strategies. The paper advances a comprehensive framework aimed at further understanding the overlap among digitalization, sustainability and BMI development, by a “boundary approach”.

The paper follows a theoretical approach based on an in-depth review of relevant literature on BMI, digitalization and sustainability as relevant megatrends and, boundary management. By critically integrating the literature, a framework is developed with the objective of supporting firms in the current transformation challenges.

The paper highlights the interplay among BMIs, megatrends and boundary management. The pressures and opportunities driven by the technological changes have made even more relevant the management of resources placed in the boundary area. Our study shows how firms can rethink their BMs in the digital and sustainable landscape by providing a boundary-based framework.

The framework offers insights and guidelines to help practitioners manage the change processes dictated by digitalization and sustainability. The authors encourage a focus on boundary resources/capabilities to increase the effective management of the digitalization and sustainability processes, to grasp the external stimuli driven by these two megatrends and to develop new/renewed BMIs.

This study emphasizes the importance of developing new BMIs in the current digital and sustainable landscape starting from the analysis of firm’s boundaries. The paper enriches the BMI literature supporting the enhancement of boundary management, leading firms to overcome challenges in the digital and sustainable landscape.

Despite the proliferation of cyberthreats upon the supply chain (SC) at large, knowledge on SC cybersecurity is scarce and predominantly conceptual or descriptive. Addressing this gap, this research examines the effect of SC cyber risk management strategies on integration decisions for cybersecurity (with suppliers, customers, and internally) to enhance the SC’s cyber resilience and robustness.

A research model grounded in the supply chain risk management (SCRM) literature, with roots in the Dynamic Capabilities View and the Relational View, was developed. Survey responses of 388 SC managers at US manufacturers were obtained to test the model.

An impact of SC cyber risk management strategies on internal cyber integration was detected, which in turn impacted external cyber integration with both suppliers and customers. Further, a positive effect of internal and customer cyber integration on both cyber resilience and robustness was found, while cyber integration with suppliers impacted neither.

Industry practitioners may adapt certain risk management and integration strategies to enhance the cybersecurity posture of their SCs.

This research bridges between the established domain of SCRM and the emergent field of SC cybersecurity by forming and testing novel relationships between SCRM-rooted constructs tailored to an SC cyber risks context.

From a firm-centric perspective, this study aims to elaborate on the types of servitisation strategies that can support a firm’s circular ambitions by asking: What is the role of servitisation in narrowing, slowing and/or closing resource loops? And, how are resources and capabilities arranged to provide such strategic circular service offerings?

Drawing on the experiences of an international manufacturing company from a dynamic capabilities perspective, the study offers an analytical framework that goes inside the firm’s operationalisation of its service offerings to support circularity in terms of the strategic decisions made. This framework is later used to frame the findings.

The study highlights the case-specific feedback loops and capabilities needed to support circular transitions. Various resource and innovation strategies for circularity are combined along customer interfaces and in partnership with upstream actors. Yet, open innovation strategies are conditioned by physical distance to provide circular services in remote areas.

The main contributions are empirical, analytical, conceptual and practical. The servitisation framework for circularity connects prior servitisation-circularity research and provides an analytical tool for framing future studies. The study also expands the definition of open innovation in that closed innovations for circularity can be achieved through “open” information exchange in knowledge networks, as well as provides advice for similar large manufacturing companies.

This study focuses on the strategic choices made by industrial firms for circular service provision and emphasises the environmental benefits from such choices, in addition to the economic and customer benefits covered in extant servitisation research.

Past research is mixed on family small and medium-sized enterprises’ (SMEs) use of external advisors and the limited empirical evidence is confined to developed markets. Drawing on the knowledge-based view of the firm, this research focuses on the “familiness” characteristic of SMEs and their use of external accountants as advisors in an emerging marketplace. Using internal resources for basic tasks is proposed to strengthen this relationship from a managerial cognition lens. Focusing also on SME internalization, this research probes the performance ramifications of using external accountants as advisors.

Hierarchical regression is used to test the hypotheses. The mediation hypothesis is tested by bootstrapping the indirect effect. The interaction hypothesis is visualized with simple slope analysis.

The results indicate that the familiness of SMEs is positively associated with the use of external advisors, and thereby, with high performance. SMEs with higher international exposure also use these external advisors to a greater degree. Family SMEs that have a focused use of internal resources for basic tasks benefit more from the use of external accountants for advising tasks.

This research sheds light on how family involvement in management influences firm performance, showing the moderating role of the use of internal advisors for basic tasks and the mediating role of the use of external accountants for advising. We add to the knowledge-based view by describing how family SMEs can utilize internal and external knowledge resources simultaneously.

This study aims to investigate the interplay between a proactive attitude towards disruptions – supply chain disruption orientation – and supply chain resilience, increasing our understanding of their influence on reducing the impact of supply chain disruptions within the B2B context.

As unexpected disruptions are closely related to a dynamic and changing perception of the environment, this research is framed under the dynamic capabilities lens, consistent with existing resilience literature. The authors used partial least squares-path modeling (PLS-PM) to empirically test the proposed research model using survey data from 216 firms.

Results show that a proactive approach to disruptions alone is insufficient in mitigating their negative impact. Instead, a firm’s disruption orientation plays a crucial role in boosting its resilience, which acts as a mediator, reducing the impact of disruptions.

This paper sheds light on the mechanisms by which firms can mitigate the effects of supply chain disruptions and offers insights into how certain capabilities are needed so that firms’ attitudes can effectively impact firm performance. This research thus suggests that dynamic capabilities, traditionally perceived as being enabled by other elements, act themselves as enablers. Consequently, they have the potential to translate strategic orientation or attitudes into tangible effects on performance, enriching our understanding of how firms combine their internal attitudes and capabilities to achieve sustained competitive advantage.

Given the important of knowledge resource and human capital for improving innovation competence, the purpose of this study is to examine the influence of knowledge-based HRM practices on product and process innovation of firms via the mediating role of knowledge management capability and moderating role of innovative culture.

The paper used structural equation modeling and empirical data collected from 271 participants in 156 manufacturing and service firms to examine the level of how knowledge-based HRM practices and knowledge management affect product and process innovation under the moderating role of innovative culture.

The research findings confirm the mediating roles of knowledge management between knowledge-based HRM practices and two specific types of innovation namely product and process innovation. It also firstly reveals the positive moderating role of innovative culture in enhancing the effects of knowledge management on product innovation. The results underline the necessity of building an innovative climate and knowledge-based HRM practices to stimulate knowledge management for improving innovation capability of firms in the developing and emerging markets.

The paper helps bring deeper insights to leaders and practitioners about the new knowledge-based approach that enhances innovation competence for organizations.

The paper significantly contributed to theoretical and practical initiatives on theory of HRM practices and knowledge management by showing different moderating and mediating mechanism thereby firms can follow to enhance innovation capability of firms in developing and emerging markets.

The proliferation of big data analytics (BDA)-enabled tools and technologies has endowed organizations with the capacity to augment decision-making processes, optimize operational endeavors and foster innovation across diverse business domains. Consequently, BDA has been posited as a catalyst for enhanced customer relationship management, improved risk mitigation strategies and heightened operational efficiencies, all of which converge to augment overall firm performance. Thus, the purpose of this research is to introduce a conceptual framework aimed at explaining the influence of BDA capabilities on the performance of telecommunications firms in Pakistan. Additionally, it examines the potential mediating effect of talent capabilities and moderating effect of top management attitude on firm performance.

Data from a sample comprising 520 participants were collected via survey questionnaires. The study employed Partial Least Squares-Structural Equation Modeling to empirically evaluate the proposed model.

Results reveal a positive association between BDA technology and information capabilities with both BDA talent capabilities and firm performance. Furthermore, the analysis suggests that BDA talent capabilities mediate the relationship between BDA dynamic capabilities and firm performance, while top management attitude acts as a moderator, enhancing the relationship between BDA talent capabilities and firm performance.

There is a scarcity of research that has examined the relationship of BDA capabilities, top management attitude and firm performance. This study attempts to examine their interrelationships. First, it enhances the extant literature by elucidating the mediating role of BDA talent capabilities in the relationship between BDA technology and information capabilities and firm performance. Second, the study introduces a novel dimension by incorporating top management attitude as a moderator variable. This augmentation adds layers of complexity to comprehending BDA implementation dynamics, emphasizing leadership’s role in fostering an enabling environment for effective utilization of BDA capabilities.