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This paper explores how platforms reconfigure versatile digital resources to achieve marketing agility in international markets.

We draw on a case study of a Chinese digital platform to explore the processes and mechanisms of reconfiguring during marketing agility development. Data from different sources are collected, including interviews, informal dialogue and archival data.

Versatile digital resources create productive applications for previously less amendable marketing and nonmarketing resources to be malleable, editable and reconfigurable in marketing agility development. This study identifies and clarifies three versatile digital resource-enabled reconfiguration activities in marketing agility building: recombining digital artifacts, repurposing human capital and cross-pollinating markets.

Since our study adopts a case study method, future research can extend our insights by using quantitative methods to test and verify our theoretical framework.

First, we provide insights into how organizations can reconfigure versatile digital resources to achieve the benefits of marketing agility in international markets. Second, while recruiting new employees during internationalization is vital, we suggest that assisted by digital artifacts, firms can repurpose the existing workforce, such as via multitasking, swift task-switching and flexible job redirecting to satisfy dynamic international business requirements with lower adjustment costs. Third, we offer two localization approaches in which firms can use digital artifacts as the enabler to remix sociocultural elements with local adaptations to develop glocal content and decentralize content production to generate inclusive local content.

We provide a process model that specifies how platforms reconfigure versatile digital resources to achieve marketing agility in international markets. Furthermore, we provide novel insights into the literature on marketing agility in international markets and localization.

Despite the increasing numbers of research studies about social media business, the concept of social media agility is still an emerging topic that has been understudied. Therefore, the purpose of this study was to investigate the effect of social media agility on business performance by using a sample of small- and medium-sized enterprises (SMEs) in Thailand. Moreover, this study explored whether the effect of social media agility on business performance could be moderated by the characteristic of firm in terms of size, as well as the characteristic of market environment in terms of environmental dynamism.

The sample of 337 firms was obtained from the business directory using the simple random sampling method, and the model assessment was performed by using partial least squares structural equation modeling.

The data analysis indicated that social media agility positively affected the business performance of SMEs. Moreover, the moderating effect analysis showed that smaller firms tended to gain higher business performance from social media agility than larger firms. In addition, social media agility positively affected business performance to a greater extent when firms operated under low environmental dynamism than when they operated under high environmental dynamism.

Because SMEs are the key driving of economic development and economic growth, the recommendations from this study could be helpful for the government sector responsible for the competency development of SMEs to offer a development program that might enable entrepreneurial firms to develop social media marketing competencies and enhance their potential to be successful in the digital transformation.

The authors found new evidence showing that the degree to which social media agility affected business performance depended significantly on the firm characteristics in terms of firm size, as well as the environmental factor in terms of environmental dynamism. These findings provide valuable contributions to the existing literature that still lacks evidence about the moderating conditions that could increase or reduce the benefits that firms obtain from social media agility.

The paper aims to explore how business intelligence (BI), integration and agility influence supply chain performance.

The study was performed by the exploratory sequential mixed method in two phases including meta-synthesis as a qualitative method and survey as a quantitative method. Data were collected through a survey of 369 Iranian companies across various industries. Structural equation modeling was used to test hypotheses.

The results show that BI, integration and agility play an important role in achieving better supply chain performance. In the meantime, BI has the greatest impact on supply chain performance. Additionally, BI has a positive and significant effect on the integration and agility of the supply chain. The study also found that integration has a direct effect on supply chain agility.

To the best of the authors' knowledge, the paper theoretically and empirically presents a new conceptual model of the relationship between BI, integration, agility and supply chain performance. The study helps researchers and practitioners to achieve insights into supply chain performance improvement.

The current study aims to structure the existing knowledge about organizational agility from the information systems (IS) capabilities view and synthesizes how agility is enabled by big data analytics (BDA).

This study performs a systematic literature review with the lens of IS capabilities view and provides an integrative framework that represents how BDA improves organizational agility through the mediation of IS capabilities.

This systematic literature review synthesizes what is known and identifies what remains to be further studied with a focus on the relationship between BDA competency and organizational agility, which contributes to academic performance in BDA and agility research communities.

Despite a growing body of literature on the relationship between BDA and agility, a consolidated and systematic understanding of how BDA can enable organizational agility is generally missing. Therefore, the current study addresses this gap by proposing an integrative framework that elucidates the processes in which BDA competency leads to agility through the mediation of IS capabilities.

The purpose of this literature review paper is to explore the concept of organization agility and its relevance in today's dynamic business environment. By conducting an in-depth review of existing academic and industry literature on organization agility, this study aims to identify the key factors that influence an organization's agility and the benefits and drawbacks associated with fostering agility.

Through the technique of bibliometric analysis, we provide the growth trajectory of the field by identifying the publication trends, prominent authors and countries and most prolific journal publishing in the concerned domain. We also provide the intellectual structure of the organization agility research by identifying the prominent themes that have been worked upon till date. In addition, with the backing of the theories, contexts, characteristics and methodology (TCCM) framework, we identify the most frequently applied theories, constructs and methods in organization agility research and provide new avenues for future research by analyzing the most frequently used theories, methods, constructs and research contexts.

With the ever-increasing ambiguity and need for change (why), organization agility serves as the organization's backbone. It acts as a springboard for the organization, an anchor point that remains constant while other functional aspects constantly fluctuate and change. Organization agility can be defined (what) as the ability of organizations to quickly respond to market needs by sensing, renewing, adapting and succeeding in a turbulent market. To summarize, organizational agility matters at three fundamental aspects (where): strategic level or the market capitalizing level, internal operational level and individual level.

This paper is unique in the sense that it is the first comprehensive literature review in the field of organization agility research to use a hybrid methodology (bibliometric review with TCCMs).

In this paper, the authors aim to introduce international dynamic marketing capabilities (IDMCs) theoretically derived from marketing capabilities (MCs), dynamic marketing capabilities (DMCs) and international marketing capabilities (IMCs) and provide a novel conceptualization of the concept by applying a holistic view of the international enterprise.

This is a literature review that maps the current research on MCs, DMCs and IMCs and serves as a basis for the theoretical conceptualization of a novel IDMCs concept as well as for the identification of research gaps and the development of future research directions on this phenomenon.

Existing typologies of MCs, DMCs and IMCs are classified into four categories: strategic, operational, analytical and value creation capabilities. A new typology of IDMCs is proposed, consisting of digital MC and dynamic internationalization capability as strategic capabilities, agile IMC, IM excellence and absorptive capability in IM as operational capabilities, IM resilience capability, IM knowledge management capability, AI-enabled IDMC and Industry 4.0-enabled IDMC as analytical capabilities, and ambidextrous IM innovation capability as value creation capability. Finally, the authors identify research gaps and develop research questions that open future research avenues for the coming years.

This paper offers a novel view of MCs, DMCs and IMCs and argues that, in contrast to the majority of previous research, a comprehensive understanding of these is only possible if all levels are considered simultaneously: the strategic, the operational, the analytical and the value creation level. A new conceptualization and typology of IDMCs follows this logic.

The purpose of this study is to identify the relationship between collaborative innovation and the financial performance of information technology (IT) firms through the mediating role of strategic agility and absorptive capacity. Customer knowledge management capability (CKMC) is also explored as a potential moderator.

Data were collected from 300 respondents working in different small to medium IT enterprises operating in different cities around Portugal. The simple random sampling method was used for data collection, and Smart partial least squares-structural equation modeling (Smart PLS-SEM version 3.2.8) was used to test the hypotheses.

The findings demonstrate that collaborative innovation contributes significantly to the financial performance of IT firms in Portugal. The results also indicate that absorptive capacity and strategic agility both positively and significantly affect the relationship between collaborative innovation and firms’ financial performance. However, while the moderating role of CKMC has a positive and significant effect on the relation between collaborative innovation and strategic agility, CKMC insignificantly moderates the relation between collaborative innovation and absorptive capacity.

Few studies have explicitly connected collaborative innovation with firms’ financial performance; this study attempts to fill that gap. Moreover, this research investigates the mediating role of strategic agility and absorptive capacity in the relationship between collaborative innovation and financial performance. Finally, by discussing the moderating effect of CKMC, which leads to enhanced financial performance, this study proposes that when complex and unpredictable situations occur, managers should focus on customer-oriented strategies and innovation at the same time to outpace their competitors.

In recent years, organizational agility (OA) has garnered significant attention from the academic community. Despite a substantial rise in the academic literature on OA, the nuanced understanding of OA among academicians, practitioners and policymakers is limited. To address this research gap, the current study attempts to synthesize the academic literature on organizational literature, understand the evolution of OA literature and state the potential research gaps that may open multiple research avenues.

The current study critically evaluates academic literature published in peer-reviewed journals using the bibliometric approach to map the intellectual structure of identified 224 articles on published literature on OA between 2001 and 2022.

The findings outline OA's evolutionary trend, most prolific authors, journals, affiliations and countries. Further, network analysis is deployed to unearth prominent OA themes. After that, four key themes of OA from each cluster have been identified and evaluated.

The study is based on the literature drawn from the SCOPUS database. Although the SCOPUS database is one of the largest databases, the authors believe that the SCOPUS does not contain some publications that might have offered some different insights. Secondly, the bibliometric analysis does not offer the opportunity to provide critical insights into published literature, which is one of the main limitations of bibliometric-based studies. However, despite some of these limitations, the authors believe that the study is a useful guide for scholars, practitioners and policymakers who do not have much information related to OA literature.

This article provides a pioneering review of the OA literature using bibliometrics and network analysis. The results and potential directions for further research may assist researchers in increasing the relevance of OA in the current uncertain and ambiguous environment.

This study aims to present a research model to investigate the potential impact of human capital, structural capital and social capital on e-banking proactiveness. In addition, it reveals the potential impact of e-banking proactiveness on competitive intelligence and competitive agility. Also, it aims to explore the impact of competitive intelligence on competitive advantage and competitive agility. Finally, the impact of competitive agility on competitive advantage will be examined.

In order to gather data, a questionnaire was prepared and administered to 211 respondents in Jordan. The research model and hypotheses were then assessed using Structural Equation Modeling – Partial Least Squares (SEM-PLS).

The study demonstrated a significant impact of human capital, structural capital and social capital on e-banking proactiveness. The findings confirm that e-banking proactiveness significantly impacts competitive intelligence and achieving competition. Moreover, the findings confirm that competitive intelligence significantly impacts competitive agility. Also, the findings revealed a substantial relationship between competitive intelligence and competitive advantage. Finally, the results discovered that competitive agility significantly impacts competitive advantage.

The research gives valuable insights into the elements that drive e-banking proactiveness, which can beautify the proactiveness literature is well-known. By uncovering the position of intellectual capital in fostering proactiveness, this examination contributes to deeper information on the way financial institutions can successfully respond to market modifications, patron needs and technological advancements. Future scholars can build upon these findings to discover proactiveness in different sectors and industries, thereby broadening the understanding of proactive behaviors throughout numerous contexts.

Supply chain agility (SCA) is the primary strategy for reducing impacts and quick recovery when supply chains experience a disruption risk, such as the COVID-19 pandemic. This study will investigate how SCA can be achieved through supply chain information sharing (SCIS) under the different dependence relationships (DR) with suppliers or customers. The purpose of this paper is to investigate this issue.

Based on information process and resource dependency theories, this study constructs and empirically tests a proposed model of the relationships amongst the three dimensions of SCIS and the two areas of SCA and the contingency effects of two types of DR on those relationships. Using a dataset collected from 400 manufacturers in China, the authors tested this theoretical model using multi-group and structural path analysis.

The results of the structural path and multi-group analyses show that (1) all dimensions of SCIS are positively correlated with both areas of SCA and (2) dependence on the supplier and dependence on the customer have completely different impacts on the relationship between SCIS and SCA.

This study can improve the understanding of the multidimensional concepts of SCIS and SCA and relationships between them under two different DR conditions in the Chinese manufacturing setting. It contributes to IS and the SCA literature and provides theoretically driven and empirical explanations for the diverse dynamics between the dependence on the supplier and customer.