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In the field of cryptography, authentication, secrecy and identification can be accomplished by use of secret keys for any computer-based system. The need to acquire certificates endorsed through CA to substantiate users for the barter of encoded communications is one of the most significant constraints for the extensive recognition of PKC, as the technique takes too much time and susceptible to error. PKC’s certificate and key management operating costs are reduced with IBC. IBE is a crucial primeval in IBC. The thought behind presenting the IBE scheme was to diminish the complexity of certificate and key management, but it also gives rise to key escrow and key revocation problem, which provides access to unauthorised users for the encrypted information.

This paper aims to compare the result of IIBES with the existing system and to provide security analysis for the same and the proposed system can be used for the security in federated learning.

Furthermore, it can be implemented using other encryption/decryption algorithms like elliptic curve cryptography (ECC) to compare the execution efficiency. The proposed system can be used for the security in federated learning.

As a result, a novel enhanced IBE scheme: IIBES is suggested and implemented in JAVA programming language using RSA algorithm, which eradicates the key escrow problem through eliminating the need for a KGC and key revocation problem by sing sub-KGC (SKGC) and a shared secret with nonce. IIBES also provides authentication through IBS as well as it can be used for securing the data in federated learning.

This study aims to investigate the relationship between knowledge-based dynamic capability and organizational structure on team innovative performance in Brazilian industrial companies.

This study is based on data from a survey of 262 respondents from 65 companies in the Brazilian industrial sector with project teams and followed the partial least squares approach to model the structural equation that was used for data analysis.

The results of the study show that mechanical structures with a high degree of formalization and centralization have a negative impact on knowledge-based dynamic capability and integration has a positive relationship with dynamic capability. Moreover, the research shows that project team innovative performance is directly affected by knowledge generation and combination capability; however, knowledge acquisition/absorption does not interfere with project team innovative activity.

This study contributes to the managers of firms in the industrial sector by analyzing how the characteristics of organizational structure impact dynamic capability and project team innovative performance. The results of this study indicate that more mechanical structures have more difficulty in developing knowledge-based dynamic capability in the context of project teams.

This study advances the concept of knowledge-based dynamic capability from the firm level to the project team level. This study accesses a research gap that characterizes organizational structure as an antecedent of dynamic capability, analyzing the impact of organizational structure on the dimensions of dynamic capability and of the latter on project team innovative performance.

The purpose of this paper is to clarify the concept of dynamic capabilities from the knowledge‐based perspective and investigate the mechanisms of dynamic capabilities on innovation performance in networked environments.

This paper designed a seven‐point Likert questionnaire measuring the dynamic capabilities, innovation performance and network embeddedness and a sample of 218 Chinese manufacturing firms were surveyed. Structural equation modeling method was used to statistically test the theoretical hypothesis.

Significant relationships were found between dynamic capabilities and innovation performance and knowledge combination capability played a mediating role in this relationship. For the links between network embeddedness and dynamic capabilities, knowledge acquisition capability was affected mainly by relational embeddedness and the diversity of network and joint problem solving contributed much to knowledge combination capability.

This paper deepened the understanding on dynamic capabilities and the mechanism between network embeddedness, knowledge‐based dynamic capabilities and innovation performance. In the future, the construct of knowledge‐based dynamic capabilities calls for more examination and verification.

Drawing on the literature of dynamic capabilities framework, knowledge‐based view and the network model, this study extends the literature of dynamic capabilities and its link with innovation performance in networked environments. Using survey data and structural equation modeling, this study offers rich evidence on the contribution of dynamic capabilities on innovation performance and the antecedents of dynamic capabilities.

This study aims to explore the micro-foundations of knowledge-based dynamic capabilities (KBDCs) in social purpose organizations (SPOs). The KBDCs facilitate SPOs to successfully manage the acquisition, creation and combination of knowledge to sustain their pursuit of socioeconomic value creation by effectively recognizing and addressing opportunities.

This study adopts a multiple-case study research design based on the semi-structured interviews of the founders and top managers of case SPOs. The semi-structured interviews were then compared with the theoretical framework of KBDCs following an abductive research approach.

This study identifies that certain capabilities are required to recognize and leverage the opportunities by SPOs. The authors found ten micro-foundations of KBDCs that sustain successful operationalization and overall development in SPOs. By using an abductive reasoning approach, the authors noted that certain KBDCs are essentially required for the operationalization and overall development of SPOs.

The authors conducted “semi-structured interviews” of founders and top managers that are retrospective in nature. From the implication viewpoint, this study provides insights for practitioners and researchers as it deepens the comprehension and contribution of knowledge and knowledge-related activities and procedures in SPOs.

KBDCs and their specific micro-foundations can help social entrepreneurs to delineate their idea, strategic processes and actions to achieve effective operationalization and overall sustainable development.

This study improves the understanding of Teece et al. (1997) theoretical construct of dynamic capabilities (DCs) and extends the framework of Zheng et al. (2011) simultaneously by exploring KBDCs that develop in the context of SPOs. The authors used an abductive reasoning approach that is vital for exploring dynamic capabilities; consequently, this study contributes to the approach of DCs and proffers a methodological advancement that can facilitate future research in this direction.

The purpose of this study is to identify dynamic capabilities in joint R&D projects, that enable them to successfully achieve knowledge creation and discover how they behave throughout the life cycle of a collaborative project, although this understanding could enhance the interorganizational knowledge creation process.

The authors conducted 65 semi-structured interviews and utilized secondary data from a joint R&D project. The authors analyzed all data using the Gioia method.

The authors confirm that specific dynamic capabilities are needed to create interorganizational knowledge and discovered 11 knowledge-based dynamic capabilities (KBDCs) for successful innovation results in joint R&D projects. Gioia method allowed to discover that different KBDCs are necessary for the different phases of the project lifecycle. Additionally, the authors identify two microprocesses in which KBDCs are engaged in joint R&D projects, knowing that is a part of the sensing and seizing processes and synthetizing that is a part of the seizing process, and establish several KBDC microfoundations.

We used retrospective interviews. This kind of interviews are impacted by the experiences of the respondents lived after they have participated in the joint R&D project.

Dynamic capabilities for collaborative knowledge creation and their specific microfoundations can help managers delineate their strategic practices and actions to achieve more sustainable, long-lasting results from joint R&D projects.

The authors improve Teece’s model and propose two microprocesses in which dynamic capabilities are engaged, that emerged in the context of a joint R&D project, knowing that is a part of the sensing and seizing processes and synthetizing that is a part of the seizing process, which supplement those already known: sensing, seizing and transforming. The authors tested the Gioia method, which is important for detecting dynamic capabilities; therefore, the authors propose a methodological advance that can contribute to future studies. The authors provide an interorganizational perspective on KBDC and a methodological view of the changes in KBDCs required for joint R&D projects.

The purpose of this study is to explicate the relationship between knowledge-based dynamic capacities (KBDC) and innovation-based performance (INPF) in information technology (IT) firms in India by examining the mediating impact of absorptive capacity (ABCP). The paper aims to determine whether and how the ABCP of the firms is recognized as the essential facilitator of INPF.

A survey of 511 respondents from Indian IT employees at the upper and middle management levels was undertaken. In this study, the partial least squares (PLS) technique explored the causal links between constructs with the use of the software application SMART-PLS 3.0.

The outcomes of this study proved the existence of a statistically significant relationship between the ABCP and INPF of information technology firms. Furthermore, ABCP's influence as a mediator between KBDC and INPF is significant. Therefore, findings imply that ABCP mediates the relationship between KBDC and INPF, however, only to some extent.

With the dynamism of the global market, the research has made significant gains in illustrating the criticality of ABCP for strengthening its KBDC in a much-needed Indian context. Therefore, following the recommendations and findings of this study, practitioners should concentrate on strengthening both ABCP and KBDCs to improve their INPF. To do this, managers must proactively organize their resources, procedures, and structure to promote knowledge absorption and dissemination, fostering innovation.

It is a ground-breaking study that proposes that the ABCP plays a crucial role in enhancing the INPF of the firms. The software industry will likely benefit from this study by understanding ABCP's potential impact on its INPF and designing knowledge management methods accordingly.