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The purpose of this paper is to advance the current understanding of organisational conditions that facilitate service design. Specifically, the focus is on organisational capabilities, interactive practices and individual abilities as units of analysis across service system levels. Grounded in design principles, the paper conceptualises and delineates illustrative service design conditions and introduces a respective service design capability-practice-ability (CPA) portfolio. In doing so, an emerging microfoundations perspective in the context of service design is advanced.

Conceptual paper.

This paper identifies and delineates a CPA that contributes to service design and ultimately customer experiences. The service design CPA consists of six illustrative constellations of service design capabilities, practices and abilities, which operate on different organisational levels. The service design CPA builds the foundation for in-depth research implications and future research opportunities.

The CPA framework suggests that if an organisation seeks to optimise service design and subsequent customer experiences, then individual- and organisational-level (cap)abilities and interactive practices should be optimised and synchronised across specific CPA constellations.

This paper provides the first microfoundations perspective for service design. It advances marketing theory through multilevel theorising around service design capabilities, practices and abilities and overcomes extant limitations of insular theorising in this context.

The paper aims to adopt a strategic view of organizational survival and argue that preparedness, responsiveness, adaptability and learning abilities constitute organizational drivers of resilience and provide a new direction on crisis management.

As a conceptual and literature exploration, the methodological focus is to combine various concepts within a unified model for resilience.

The proposed conceptual model highlights the need for strategic reconfigurations toward the construction of a resilience culture and the development of a supporting social capital in organizations. It also portrays organizational survival and sustainability as being dependent on strategic characteristics rather than on the managerial ability to handle situations and manage crisis.

In this paper, implications, methodological concerns in the study of resilience and further research directions have been presented.

The paper approaches a new way of thinking about crises and provides a set of cultural and organizational characteristics that would increase resilience and crisis management abilities.

While organizations are nowadays more than ever affected by disruptions and crises, their inherent ability and strategies to protect their sustainability have been undertheorized. This paper aims at contributing to a growing and fruitful discussion.

The purpose of this paper is to examine the underlying mechanism through which perceived organizational support (POS) influences job performance and job satisfaction. Specifically, the study aims at examining the contingent role of performance ability in the associations of POS and affective organizational commitment (AOC) with job performance and job satisfaction, thus highlighting the pivot role of ability in the social exchanges.

The sample of the present study included 269 employees of a University in Kenya. The data were analyzed with Mplus to test the hypotheses.

POS enhances AOC that, in turn, positively influences job performance and job satisfaction. Importantly, the results indicate that performance ability moderates both the direct and indirect (via AOC) effects of POS on job performance and job satisfaction. Thus, employees’ abilities for tasks are not only significant for reciprocating resources that organizations invest in employees, but also enhances employee well-being.

Although satisfaction with employee reciprocation was implied based on performance levels, it was not directly tested in the supervisor–employee social exchange. It is possible that even with intentions to deliver (high AOC), the resultant reciprocation may be less satisfactory to the organization. Future research would benefit from investigating the role that reciprocity norm could have in the model, specifically, whether employer satisfaction would be a function of employee performance ability.

Most often, the bottom line goal of organizations is employee performance, whereas AOC indicates employees’ intentions and efforts to reciprocate the organization with high performance, such intentions can only go as far as the ability for such desired outcomes. Consequently, efforts should be made to ensure employee’s capabilities align with specific job tasks to enhance both organizational (job performance) and employee well-being (job satisfaction). During the employee selection process, therefore, a focus on ability cues would be more advantageous than commitment when the bottom line goal is to enhance well-being.

This is the first study that tests the moderating role of the employee’s performance ability in both the POS and AOC relationships with job performance and job satisfaction. Moreover, this is the first study to examine the relationship between POS and AOC with job satisfaction. The study opens a potential avenue to examine the micro-mechanisms that regulate reciprocity in social exchanges, and thus presents the boundary conditions for the predictions of the social exchange theory.

The purpose of this paper was to explore individual- and firm-level antecedents of the ability of a manufacturing firm's personnel to collaborate and integrate knowledge for organizational resilience practices.

The authors apply hierarchical regression analysis to study a sample of 192 European industrial equipment manufacturers. Data for each firm are collected from surveys of two key informants in each firm, as well as from public sources.

Firms' personnel’s ability to integrate information and knowledge for organizational resilience practices was positively related with the extent of the head of manufacturing's network of personal contacts inside the firm. This effect was stronger in firms with more formalized job descriptions and clearly defined roles. The head of manufacturing's orientation to teamwork and cooperation impacted this ability only in firms that did not financially incentivize cooperation. The authors also found that cooperation incentives and role formalization directly relate to firms' personnel’s ability to integrate information and knowledge for organizational resilience practices.

The study proposes to study organizational resilience practices through a transactive memory systems lens. The study is also the first to link characteristics of individual managers to firm-level resilience practices by examining the antecedents of firms' ability to integrate information and knowledge to recover from operational disruptions. Furthermore, the study serves to enhance the knowledge of resilience practices by examining the role of firm-level antecedents and their interplay with characteristics of individual managers.

Scholars have examined the possible relationship between information technology (IT) and organizational agility. Although the general-level effect of IT is undisputed, empirical research on how different types of IT contribute to various aspects of organizational agility remains scarce. Therefore, this study aims to propose an integrated framework of internal capability and external environment to address this research gap.

This study investigates the potential mediating effects of absorptive capacity and the moderating effects of information intensity in the IT‒agility relationship. With a dataset comprising 165 organizations in China, this work provides empirical evidence that the effects of absorptive capacity and information intensity are multifaceted and nuanced, thereby revealing the latent mechanisms of IT competency and organizational agility.

Absorptive capacity partially mediates the effects of IT knowledge and IT operations on market capitalizing agility and fully mediates their effects on operational adjustment agility. However, no direct or indirect effects of IT objects are found on both types of organizational agility. Information intensity also positively moderates the effects of IT operations and IT objects on absorptive capacity. However, no significant moderation is found with regard to IT operations.

This study provides novel insights by demonstrating clearly the different mediating roles of absorptive capacity in the relationship among various types of IT competency and diverse aspects of organizational agility. This work also underscores the moderating role of information intensity in shaping absorptive capacity through IT competency.

The purpose of this paper is to define supply chain information utilisation and explore how its antecedents impact shared information utilisation in information receiver’s planning processes.

The analysis is based on a literature review and exploratory case study of three supplier dyads of original equipment manufacturers. This study presents a four-phase model of supply chain information utilisation, and identifies how information sharing, information quality, and intended information usage are antecedents of actual usage of information shared in supply chains. In the dyads, 35 potential information utilisation situations are analysed.

Inter- and intra-organisational factors are antecedents of information utilisation, by their effects on the four phases of utilisation. Composite information sharing, social network governance, human process involvement, and formal planning processes are important antecedents, which are not much emphasised in the literature.

The study focusses on routinised sharing of formal demand-related planning information in supply chain dyads. The analysis is based on three case dyads which are chosen to be complementary in several respects, and where there is access to rich data.

Understanding phases and antecedents could support managers in developing information sharing strategies.

The literature does not explicitly consider information utilisation, or related antecedents or effects. However, by defining information utilisation and proposing a multi-phase utilisation model, this study can explain the performance effect of information sharing. In addition, the composite information variable is defined. This is the first attempt to conceptualise and explore antecedents of information utilisation in supply chains.

Intellectual capital (IC) and social capital (SC), as forms of intangible value in organizations, are crucial assets in today's volatile business environment. Efforts to retain and develop these intangibles are becoming more deliberate and disciplined. However, organizations fail to recognize the relationship between organizational distress and the loss and/or reduction of intangible value. The loss of intangible value may potentially impact an organization with equal or greater damage than the loss of more tangible value. IC and SC generate many outcomes beneficial to the individual and the organization. These benefits are reduced when stress of employees becomes excessive and damaging. The relationship between the health of an organization and the degree of impact of distress serves as a lingering threat to organizational financial resources. Managers must build upon the growing knowledge from research and practice to help organizations account for the costs of organizational distress, translate the importance of intangible value into tangible terms, and garner support for developing IC and SC to obtain business objectives. Deliberate and disciplined effort to build collaborative capital can facilitate the growth of IC and SC which minimize the damage of organizational distress.

A survey of managers in Israel, Slovenia, and the USA finds a marked similarity with respect to the characteristics and abilities managers need to contribute to organizational success. Factors such as decision making ability, communication skills, commitment to organizational goals, ability to choose the right persons in key persons and ability to delegate are considered to be very important although there are differences with respect to the degree of their importance. Several managerial characteristics are also found to be significantly correlated with the firm’s financial success and employee morale. The findings are framed in the context of convergence‐divergence hypothesis as it applies to the internationalization of management practices.

This study draws on technological frames to provide an understanding of organizational processes of strategizing by exploring how strategizing organizational capabilities for industrial digitalization could be understood through managers' perceptions of digital technology applications. This study complements earlier research focused on industry outcomes by addressing technological frames to understand how strategizing organizational capabilities within industrial digitalization may provide insight into socio-cognitive aspects which may affect technology-induced organizational change.

The single case study uses 14 in-depth interviews collected over two years (October 2020 to February 2022). The study follows an interpretative research design exploring managers' perceptions of industrial digitalization through a digitalization project.

The case study contributes to research by emphasizing socio-cognitive aspects through technological frames exploring how and why managers' perceptions of industrial digitalization affect strategizing organizational capabilities. The study contributes to practice by bringing attention to the disparate views of industrial digitalization. By illustrating how socio-cognitive aspects shape organizational capabilities, this study offers managers valuable insight into the relationship between an organization's capabilities, the individual and the shared structures affecting a digitalization project.

The case study is limited to Swedish manufacturing industries and is not aiming to be transferred or generalized to other industrial contexts or countries.

This study recognizes that strategizing organizational capabilities depends on managers' ability to illuminate the socio-cognitive aspects. Hence, the study contributes to practice by bringing attention to the disparate views among managers on the enhancement efforts made using digital technologies.

Because the mechanism of how knowledge sharing affects organizational innovation is still unclear, the study focuses on the relationship between knowledge sharing and organizational innovation performance, with a focus on mediating role of absorptive capacity and individual creativity.

On the basis of the knowledge base view and organizational learning theory, the study propose a model to verify the impact of inbound and outbound knowledge sharing on organizational innovation performance based on previous research. It also analyzed how these effects were mediated by individual creativity and absorptive capacity. The study collected 166 samples to verify the theoretical model.

Results corroborate that inbound knowledge sharing cannot directly promote organizational innovation performance, and absorptive capacity has a full mediation effect between inbound knowledge sharing and organizational innovation performance. Knowledge outbound sharing, individual creativity and absorptive capacity can improve innovation performance. In addition, absorptive capacity and individual creativity have direct and significant impacts on organizational innovation performance. Moreover, absorptive capacity plays a partial mediate role between individual creativity and innovation performance. Finally, this study discusses the policy implications of the study and describes possible future research directions.

The paper creatively divides knowledge sharing into inbound knowledge sharing and outbound knowledge sharing and verifies that knowledge sharing does not directly affect organizational innovation performance. The mediating role of absorptive capacity and individual creativity was analysis.