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The purpose of this study is to investigate the relationship between sustainable leadership and sustainable project performance. Specifically, the study aims to examine the mediating role of knowledge integration, examining how knowledge integration within an organization influences project outcomes. In addition, the study seeks to explore the moderating role of top management knowledge values, examining how the values and beliefs of top management influence the relationship between sustainable leadership and project performance.

A three-wave survey of 392 employees working in construction sector projects in Pakistan used both hierarchical regression analysis and Hayes’ PROCESS macro method to evaluate the hypotheses.

The study results show that sustainable leadership positively relates to sustainable project performance and knowledge integration mediating this relationship. In addition, the top management knowledge value moderates the indirect effect of sustainable leadership on sustainable project performance via knowledge integration.

Although the model was tested using three-wave data, it is important to note that the data were obtained from a single source. Therefore, it is possible that common method bias may have influenced the results, and this cannot be disregarded.

Organizations seek to prioritize sustainability and integrate sustainability considerations into their project management processes. Organizations can achieve improved sustainable project performance by investing in sustainable leadership development, fostering a culture of knowledge sharing and learning, prioritizing top management support for sustainable performance and integrating sustainable considerations into project management processes.

The study’s grounding on organizational learning theory adds an original and valuable perspective to the relationship between sustainable leadership and sustainable project performance. This investigation is original, as it combines sustainable leadership, knowledge integration and the moderating role of top management knowledge value to understand their impact on sustainable project performance. This unique approach contributes to the literature by providing new insights into these relationships and mechanisms in the construction industry.

Taking a co-creation perspective and integrating knowledge-based and resource-based perspectives, the authors examine the role of customer participation in organizational performance and project success. The authors also investigate the mediating role of knowledge integration and the moderating role of requirement risk for these relationships in uncertain contexts.

The authors undertook two studies. The first study was carried out in 2018 in which the authors drew on survey data from 150 information technology (IT) sector employees and examined the mediating role of knowledge integration in the relationship of customer participation with organizational performance and project success. In the second study undertaken in 2020, the authors drew on data from 92 IT and telecom sector employees and examined the moderating role of requirement risk in the relationship between customer participation and knowledge integration. Study 2 was conducted during the COVID-19 pandemic when employees were largely working from home and were more sensitive to risks and uncertainty about the scope and system requirements. Both studies were survey-based, and analysis was carried out using structural equation modeling.

The authors’ two-study examination indicated that knowledge integration positively mediates the relationship of customer participation with organizational performance and project success during the co-creation process. Furthermore, the authors demonstrate that when requirement risks are high, customer participation relationship with knowledge integration is weaker.

The authors show that integrating customer knowledge is critical to project success and organizational performance. By identifying risk uncertainties and environmental contingencies, the authors highlight the constraints of customer participation for knowledge integration, organizational performance and project success. The authors provide some key study findings based on survey data obtained from project teams during two periods (normal and pandemic).

Despite the importance of green supply chain integration (GSCI) in advancing green innovation (GI) is recognized, it remains unclear how firms can translate their GSCI efforts into GI. Therefore, this study aims to understand how GSCI affects GI, with its dimensions (exploitative GI and exploratory GI), as well as to investigate the mediating role of green knowledge integration capability (GKIC) and the moderating role of blockchain technology (BCT) adoption.

On the basis of data collected from 247 managers working in Indian firms in the automotive industry, the authors tested the proposed model using the PROCESS macro tool via SPSS software.

The empirical results indicate that GSCI is positively associated with both exploitative and exploratory GI, with a higher effect on exploitative GI. In addition, GKIC mediates the link between GSCI and exploitative GI in contrast to exploratory GI. Notably, the relationship between GSCI and GKIC is stronger when BCT adoption is high.

This study opens the black box of how GSCI affects exploitative and exploratory GI by revealing the mediating role of GKIC and the moderating role of BCT adoption. It provides valuable insights for practitioners to translate GSCI efforts into GI through developing GKIC and adopting BCT.

This paper aims to derive a model that explores how the interplay between knowledge integration capability and innovation impacts strategic orientation, leading to the attainment of sustainable competitive advantage. The study considers the constituents of strategic orientation, namely, customer orientation, competitor orientation and technology orientation, as the basis for achieving sustainable competitive advantage. The study suggests that the firm’s capacity for integrating external and internal knowledge shapes how strategic orientation influences sustainable competitive advantage through service innovation.

This empirical research relies on qualitative and quantitative data gathered from telecom professionals to assess how knowledge integration and service innovation influence sustained competitive advantage. Structured equation modeling is used to examine the model and its interrelationships.

The research establishes significant relationships between strategic orientations, knowledge integration capability, service innovation and sustainable competitive advantage. Knowledge integration capability and service innovation are found to mediate the relationship between strategic orientations and the achievement of sustainable competitive advantage.

The study highlights the significant contribution of a firm’s knowledge integration capability in driving service innovation, especially in technology-intensive service industries facing hypercompetition. It also advocates prioritizing technology orientation and integrating knowledge from internal and external sources for competitive advantage.

To the best of the authors’ knowledge, this study is the first to model the effect of knowledge integration capability and service innovation on strategic orientation-led sustainable competitive advantage.

This study had a threefold aim: to examine the impact of a Simmelian-tie tripartite alliance on corporate green innovation; to determine the chain-mediating roles of knowledge acquisition and knowledge integration; and to identify the moderating effect of network routines on the relationship between a Simmelian tie and green innovation.

Data were collected through 487 valid survey questionnaires from Chinese small and medium-sized manufacturing enterprises (SMEs). The authors examined the data through a structural model using partial least-squares structural-equation modeling (PLS-SEM) to test the research hypotheses.

The results reveal several key factors with positive impacts on enterprise green innovation. Specifically, a Simmelian tie significantly and positively affects enterprise green innovation. The results further reveal that knowledge acquisition and integration play mediating roles, while a network routine positively moderates the relationships among a Simmelian tie, knowledge acquisition and integration, and corporate green innovation.

This study is among the earliest empirical studies to investigate the influence of Simmelian ties on corporate green innovation for manufacturing companies. This study provides a theoretical basis for managers of firms, especially those of SMEs with limited resources, to fully use Simmelian ties to achieve environmentally sustainable innovation. In addition, this study validates and extends knowledge-management theory by verifying the linking roles of knowledge acquisition and integration and facilitating role of network routines.

Based on the perspective of knowledge management, this study aims to discuss how to build cross-city emergency management collaboration mechanism in major emergencies and explore the important role of knowledge management in emergency management collaboration.

Based on the theoretical analysis of knowledge management and the typical case study of cross-city emergency management collaborative rescue, this study provides an in-depth analysis of how these cities achieve high emergency management performance through multidimensional and multilevel knowledge collaboration, thus revealing the mechanism of knowledge transfer, integration and sharing in achieving high emergency management performance.

Through analyzing typical cases, this study finds that building a smooth mechanism for multichannel emergency rescue information can promote the diversification of knowledge transfer methods, building a platform-based integration mechanism for emergency rescue information can enhance knowledge integration capabilities and building a linkage mechanism for emergency rescue materials between cities can promote knowledge-sharing level, thereby improving emergency management performance level.

This study has great significance for how to build cross-city emergency management collaboration mechanism in the digital era. In the future, the authors need to further discuss the following two aspects in depth: research on the impact of cross-city emergency management collaboration mechanism on improving the knowledge management capabilities of government emergency management departments; and research on the impact mechanism of knowledge management capabilities on city resilience.

Through case analysis of cross-city emergency management collaborative rescue for major emergencies in China in recent years, this study proposes three specific strategies for cross-city emergency management (smooth, integration and linkage mechanisms) and reveals that these three strategies are essentially aimed at improving the government’s knowledge management level.

The embedding of digital technology and the fuzzy organizational boundary have changed the operation of platform innovation ecosystem (PIE). Specifically, as an important energy of PIE, the internal logic of knowledge flow needs to be reconsidered in the context of digital age, which will be helpful to select the cultivation and governance strategy of PIE.

A dual case-analysis is applied to open the “black box” of knowledge flow in the PIE from the perspective of enabled by digital technology, by taking the intellectual property (IP) operation platform as cases.

The research findings are as follow: (1) The knowledge flow mechanism of PIE is mainly demonstrated through the processes of knowledge acquisition, knowledge integration and knowledge spillover. During this process, connectivity empowerment and scenario empowerment realize the digital empowerment of the platform. (2) Connectivity empowerment provides a channel of knowledge acquisition for the digital connection between participants in PIE. In the process of knowledge integration, scenario empowerment improves the opportunities for accurate matching and collaborative innovation between knowledge supplier and demander, and enhance the value of knowledge. The dual effect of connectivity empowerment and scenario empowerment has accelerated the knowledge spillover in PIE. Particularly, connectivity empowerment expands the range of knowledge spillover, and scenario empowerment affects the generativity of the platform, resulting in the enhancement of platform’s capability to embed and expand its value network. (3) Participants have been benefitted from the PIE enabled by digital technology through three key modules (knowledge acquisition, knowledge integration and knowledge spillover), as the result of knowledge flow.

This study focuses on the knowledge flow mechanism of PIE enabled by digital technology, which enriches the PIE theory, and has enlightenments for the cultivation of digital platform ecosystem.

The paper proposes an answer to one of the most important questions in corporate innovation management: what mechanisms of technological diversification exist within multinational companies? It is ascertained that research and development (R&D) intra-firm co-invention or co-patenting is one of those mechanisms. Co-invention implies knowledge-sharing, which should lead to unique combinations of knowledge and expertise and hence technological diversification of patent applications.

This paper offers a novel conceptual framework exploring the relationship between patents’ technological diversification and a detailed classification of different forms of international co-invention. Based on the case of Siemens’ Patent Cooperation Treaty (PCT) applications, the revealed technological advantage (RTA) index is utilized to measure the extent of the technological diversification of patent output.

The results show that patent applications generated by subsidiaries in advanced economies in cooperation with other subsidiaries feature unique technological areas that deviate from the company's overall technological specializations. These results provide a strong argument in favor of inter-subsidiary or horizontal co-patenting as a mechanism of new knowledge creation.

On the conceptual level, the results accentuate inter-subsidiary patenting being an important mechanism of knowledge meta-integration boosting technological diversification. The obvious limitation of this paper lies in exploring a single company case, which restricts the generalizability of our findings. Due to the dynamic nature of technological change, the author’s dataset also suffers from a lack of temporal external validity. Future research can expand the scope in both regards in applying our co-invention mode typology.

Based on the results, to diversify knowledge portfolio, companies should strengthen the co-patenting effort and reinforce horizontal (inter-subsidiary) R&D collaborations.

To the author’s knowledge, this is the first time when such a nuanced typology of co-invention modes is being utilized to understand the effect of different co-invention categories on knowledge diversification.

This study examines how intellectual capital (IC) drives firm performance via the lens of dynamic capabilities (DCs). Drawing on resource-based view (RBV) and dynamic capability view (DCV), the authors elaborate the mediating role of learning, integration and reconfiguration DC in the Indian banking context.

A sample of 358 top- and middle-level managers from the Indian banking sector was administered with structured questionnaires for data collection. Structural equation modeling (SEM) and Sobel test were used to analyze the data and test the hypothesized mediating effect.

The findings reveal that learning and integration DCs are key mediators in IC and banks' performance relationships in an emerging economy context. In contrast, the analysis revealed partial mediating role of reconfiguration DC. Furthermore, the learning DC has been identified as the primary mediating mechanism for transforming bank's IC into performance benefits.

This study provides an important implication for the IC and DC link by empirically developing and validating a model in the Indian banking sector and making a several contributions to the related literature. This sector needs to incorporate and strengthen their IC and DCs to attain enhanced performance in today's dynamic environment. Bank managers can use these findings to bring their knowledge-related activities to channelize specific DCs to transform banks' IC when seeking to improve overall performance. Theoretically, this study extends previous research by outlining a set of organizational elements that tend to influence firm performances with the help of IC, learning, integration and reconfigurations DCs.

Although several studies have investigated the links between IC, DC and firm performance, studies on emerging economies are scarce. This study is one of the most in-depth investigations of the relationship between IC, learning, integration and reconfiguration DCs and firm performance in an integrated framework, with a particular focus on the banking sector of an emerging economy.

Drawing on organizational design theory and organizational learning theory, this paper aims to examine component technology (CT) and the interaction between CT and experiential learning (EL) effects on the degree of integration (DI) of cross-border technological acquisitions.

Using a sample of 267 firms consisting of 229 acquirer firms who started cross-border technological acquisitions from developed economies and 38 acquirer firms who initiated cross-border technological acquisitions from emerging economies over the period of 1993–2016, this study adopts a value chain framework to measure the acquirers’ acquisition integration degree for the investigation of the effects of CT and the interaction between CT and EL.

First, this paper finds CT in cross-border technological acquisitions exerting a positive influence on the acquirer firm’s likelihood of the DI implementation, in line with the organizational design theory. Second, in view of organizational learning theory, this study finds EL and the combined effect of CT and EL to have an inverse influence on the DI.

The results imply that the moderating role of EL significantly optimizes decision choices for an acquirer firm for integration implementation strategies in the form of DI, such as full integration (structural integration), partial integration and no integration (structural separation), which appears to be crucial for cross-border technological acquisitions.

This study contributed to international business strategies by shedding light on the importance of the DI for an acquirer firm that undertakes a cross-border technological acquisition with a CT target firm. This study explains why structural integration might be necessary in cross-border technological acquisitions regardless of the costs of disruption it imposes, as well as the contexts in which it becomes less important or unnecessary. The study disclosed that the increase in the likelihood of DI because of CT depends on the EL of the acquisition company in the host country environment and fluctuates with the prior acquisition knowledge and EL of the host country. Combining two cross-border technological acquisition’s literature streams, such as CT and EL, this study enlightens the importance of organizational learning theory and theory of organization design strategic direction making on acquisition integration implementation strategies.