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Although the financial shared service (FSS) mode has become a well-established organizational arrangement, current information system (IS) research remains limited and mixed. The purpose of this study is to narrow research gaps in the literature on shared services from an FSS practice perspective. The following research questions guide this study: (1) what are the important antecedents of FSS implementation? (2) what is the impact of FSS implementation on firm performance?

Drawing on the technology–organization–environment (TOE) framework and previous innovation studies, this study explores the impact of FSS implementation on firm performance. A questionnaire survey was conducted on Chinese firms using partial least squares (PLS) for data analysis.

The authors find technological, organizational and environmental factors affect the extent and depth of FSS implementation. The empirical results show that relative advantage, compatibility, top management support, managerial obstacles and competitive pressure significantly affect FSS implementation, but bandwagon pressure does not have a direct impact on it. Top management support is the most important factor, and managerial obstacles and compatibility are controllable and manageable factors for firms. The study confirms that FSS improves the financial and non-financial performance of firms significantly, and the degree of improvement in non-financial is greater than that in financial performance.

A comprehension of the key factors influencing FSS implementation will help companies predict weaknesses in their implementation plan and design suitable strategies to handle deployment to achieve these benefits. Managers can make a comprehensive decision regarding the long-term development of combining FSS and the suitability of companies.

The findings contribute to the shared services implementation theory by identifying a set of theoretical factors that shape a firm's shared service implementation. This study provides empirical support to gauge the impact of FSS implementation on firm performance and provides new evidence for a shared-service payoff study. Moreover, the study extends the applicability of the TOE framework and the balanced scorecard (BSC) viewpoint to the FSS implementation field.

The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of competitive strategy on company performance in general, and the influence of cost leadership and differentiation strategy on organizational performance in detail.

The research methodology was based on the PRISMA review, and thematic analysis based on an iterative process of open coding was analyzed and then the sample was analyzed by illustrating the research title, objectives, method, data analysis, sample size, variables and country.

The main factor that influenced the competitive strategy is strategic growth; strategic growth has a significant influence on competitive strategy. Furthermore, competitive strategy will boost firm network, performance measurement and organization behavior. In the same way, the internal goal factor will enhance organizational effectiveness. Also, a differentiation strategy will support management practice factors, strategic positions, product price, product characteristics and company performance.

This study contributes to the literature by identifying a framework of competitive strategy factors, company performance factors, cost leadership strategy factors, differentiation strategy factors and competitive strategy with global market factors. This study provides a complete picture and description of the resulting body knowledge in competitive strategy and organizational performance.

This study aims to explore the relationship between non-market strategies and organizational resilience, using a Chinese private enterprise as an example.

This study collected data through semi-structured interviews and analyzed them through grounded theory, using a three-step approach of open coding, axial coding and selective coding to analyze and construct a model of the mechanism of the impact of non-market strategies on organizational resilience.

The following conclusions were drawn from this study. (1) Stakeholders, internal and external environment and entrepreneurship are important motivations that influence private firms to implement non-market strategies to enhance organizational resilience, with entrepreneurship being the key driver. (2) Non-market strategies contain three dimensions, and different non-market behaviors have different mechanisms of action on the organizational resilience of firms. (3) Non-market strategies and organizational resilience form an interactive spiral relationship. This mutually reinforcing effect promotes firm growth and sustainable corporate development. The research results enrich the theoretical connotation of non-market strategies, construct a model of the mechanism of influence of non-market strategies on organizational resilience, and describe three explanatory paths for the relationship between the two–incentive mechanism, functional mechanism and transformation mechanism.

This study's single case is unique and based on the Chinese context. In addition, this study adopts a rooted qualitative research approach and although the coding and model construction strictly follow the steps of grounded theory research, a degree of subjectivity is inevitable. On this basis, future research can adopt quantitative analysis methods to test and improve the model.

This paper explores the important role of non-market strategies in the Chinese context under the impact of traditional market mechanisms, based on the perspective of Chinese private enterprises, and provides new insights and revelations for private enterprises to achieve sustainable development.

This study innovatively explores the formation mechanism of organizational resilience from the perspective of non-market strategies, adding a new perspective to the literature. Additionally, it examines the mechanisms between long-term non-market strategy and organizational resilience, particularly their relationship in times of crisis, utilizing a rooted approach that goes beyond static analysis.

This research aimed to investigate absorptive capacity's (AC) mediating effect among four important organizational factors, namely transformational leadership (TL), innovative culture (IC), organizational structure (OS), organizational climate (OC)) and competitive advantage (CA).

A survey method was used for data collection and 107 valid responses were received from managers and top executives of different hotels operating in Pakistan. Statistical Package for the Social Sciences (SPSS) and Partial Least Squares-Structural Equation Modelling (PLS-SEM) statistical techniques were used to analyze the data and test the hypotheses.

The findings infer that OC positively affects CA by improving AC in an organization. Furthermore, AC was found as a partial mediator for the relationship among TL and CA as well as for the relationship among IC and CA.

Despite the abundance of research on AC, the empirical studies regarding Ac's mediating effect among various organizational factors and CA are limited. Therefore, this paper makes a noteworthy contribution to the body of knowledge by testing the mediating effect of AC among various organizational factors and CA with reference to hospitality sector in Pakistan.

This study examines the vital factors that influence digital marketing adoption among small travel agencies (brick-and-mortar) and the impact of digital marketing adoption on organizational performance modeled as a formative-formative HOC.

This empirical study builds on diffusion of innovation (DOI) theory and technology-organization-environment (TOE) framework to identify the factors of digital marketing adoption by small travel agencies. Data were collected from 226 small travel agents in India using purposive and snowball sampling. Partial least square-structural equation modelling (PLS-SEM) is used to analyze the reflectively and formatively measured constructs.

The findings reveal significant constructs of digital marketing adoption by small travel agencies. The study also establishes the positive impact of digital marketing adoption on organizational performance. Trust partially mediates the impact of technological factors (relative advantage, security concerns) and organizational factor (knowledge) on digital marketing adoption.

The study provides methodological contribution to the literature by applying confirmatory composite analysis (CCA) approach in PLS-SEM. The study contributes to the literature by integrating DOI theory and TOE framework. The study enriches the literature on trust as it recognizes the crucial role of trust as a mediating construct.

The study provides useful implications to marketing practitioners of small travel agencies. The study shows strong predictive capacity and can be generalized throughout diverse samples.

The study adds value to the literature as it explores the digital marketing adoption among the under researched small travel agencies by integrating DOI-TOE theory. The study uniquely proposes and validates organizational performance as a formative-formative higher-order construct.

This study aims to analyse the resilience strategy utilized by small and medium-sized enterprises (SMEs), enabling these businesses to effectively adapt their operations in response to varying conditions by providing them with essential resources. SMEs operate in marketplaces that are both dynamic and frequently tumultuous. These markets provide SMEs with a variety of obstacles, including economic ups and downs, advances in technology, evolving customer tastes and new regulatory requirements. SMEs need to create a strategic strategy to survive and grow in such situations. This strategy ought to help strengthen their resiliency and make it possible for them to make the most of emerging opportunities while simultaneously lowering the dangers.

The questionnaires adopted and adapted from previous research served as the basis for gathering the data. The manufacturing industry was polled through the use of questionnaires. To test the hypothesis, the data were analysed using Smart PLS. Through the use of closed-ended questions directed to the proprietors, managers or senior executives of SMEs, data were collected from each and every institution in the sample. Following the examination of the data by means of descriptive analysis and the presentation of several scenarios using information relating to SMEs, the findings were presented.

The ambidextrous strategies that are used by SMEs have a propensity to offer a constructive contribution to SMEs. In this study, it was discovered that ambidexterity, which is defined as the capacity to both seek and capitalise on possibilities, has a significant bearing on the organisational effectiveness of SMEs. The results showed that ambidextrous strategies have a propensity to work as mediators in interactions involving proactive resilience tactics and performance.

The research expands our understanding of how SMEs in the manufacturing sector may improve their performance by concentrating on growing their ambidextrous strategies.

This study provides a plausible explanation of two crucial management mechanisms for enhancing the sustainability of organisational effectiveness. The relationships between ambidextrous capabilities and firm effectiveness are malleable, and this study suggests that nurturing formal and informal relationships may be the key to SMEs' long-term sustainable performance. Improving the knowledge and performance of supply chain systems for SMEs in the manufacturing sector and boosting their competitiveness in domestic and international markets are the practical contributions of this study.

Our comprehension of monitoring, cooperation and innovation within social management was deepened as a result of these facts. In addition, the study conducted in the sector uncovered four essential connections that outline how managers should actively work towards lowering social risks, developing new possibilities and increasing business performance. These capacities and links, when taken as a whole, provide the foundation upon which an integrated framework and five research propositions are built.

This research offers a convincing explanation of fundamental management processes for enhancing the sustainability of organisational effectiveness. This research implies that developing formal and informal interactions may be the key to the sustainable performance of SMEs over the long run. The relationships between ambidextrous capabilities, methods and organisational effectiveness are flexible, and this study also suggests that these relationships may be shaped. The practical contributions made by this research include boosting the understanding and performance of supply chain systems for SMEs as well as the competitive power of these businesses in both local and international markets.

Emphasis is placed on knowledge-sharing practices and their influence on the power structure influenced by the technological background of the organization. This paper aims to focus on technological skills institutionalized to build organizational technological capital favoring the knowledge-sharing practices. It aims to extend the sociology literature by providing a conceptual background to explain the restructuring initiatives through the stabilizing role of technological capital.

Two comparative case studies have been conducted: the first study took place in a public company and the second study was carried out in a private company of telecommunication involving a documentary study, an observation and semi-structured interviews.

The findings in this paper show that the knowledge-sharing practices in the organizational field are stabilized by the technological capital. The technological capital promotes a knowledge management system and plays an important role in restructuring the established power within knowledge intensive organizations.

Chief executive officers are encouraged to promote sharing practices through developing an innovation culture and valuing technological skills. Relevance should be granted to the technological capital, which aligns the restructuring of a learning organization and promotes the knowledge management systems and stabilizes the organizational structure. Organizations should capitalize a set of technological skills as part of their organizational relevant capital.

Based on the practice theory of Bourdieu, this paper lights on the triad relation between knowledge sharing/organizational structure/technological capital through comparing between public/private management modes. A theoretical framework is proposed to overlap the ambiguity of the relation between knowledge and power.

This study aims to explore prevailing perceptions and practices related to well-being indexes within organizations, using the Better Life Index (BLI) as an example.

This investigation consists of two surveys in Portugal. Study 1 (N = 311) explores public perceptions of well-being in business and its relationship with socio-demographic factors. Results show a highly positive attitude toward organizational well-being, with a preference for companies prioritizing well-being over higher salaries. Study 2 (N = 62) shifts focus to business characteristics linked to the intention of implementing well-being indexes and examines the impact of Study 1 findings on organizational representatives’ responses.

The findings reveal a positive and statistically significant correlation between the intention to adopt well-being indexes and both company size and sector. The dissemination of Study 1’s results acted as a catalyst for organizational representatives, motivating them to adopt well-being indexes.

This research marks an initial step in incorporating well-being indexes in organizational settings. Future research should focus on identifying organizational factors that could hinder or encourage the adoption of well-being indexes.

The results contribute to understanding which factors might be relevant when deciding whether and how to measure well-being at organizations.

This study highlights the potential effectiveness of these indexes in promoting well-being within organizations, while also examining the feasibility of using the BLI to assess the impact of businesses on various well-being dimensions.

Based on the intellectual capital (IC) theory and the resource-based view (RBV), the paper seeks to elucidate the direct and indirect relationships between IC and competitive advantage in small and medium enterprises (SMEs). Therewithal, besides examining the mediating role of innovation capabilities in the IC-competitiveness link, it scrutinizes the moderating effect of entrepreneurial orientation in causing IC to boost competitiveness in SMEs through flourishing innovation capabilities.

Data were collected from 206 participants working in SMEs operating in the Kingdom of Saudi Arabia with the help of a structured questionnaire distributed through LinkedIn. Partial least square (PLS)-based structural equation modeling (SEM) using SmartPLS 4.0 has been performed to calibrate the auxiliary and structural models.

Based on the empirical analysis, IC significantly and directly enhances the competitive advantages of SMEs. Additionally, innovative capability has been found to be a complementary partial mediating condition in enabling IC to foster competitiveness in SMEs. Furthermore, the moderated mediation analysis reveals that innovation capabilities strongly mediate the association between IC and competitiveness in SMEs, characterizing higher entrepreneurial orientation.

The study provides significant insights to academicians and practitioners seeking to comprehend or configure interactions among IC, innovation capabilities, and entrepreneurial orientation in maturing competitiveness among SMEs, especially in emerging economies. Furthermore, the study provides a valuable integrative perspective on SMEs’ competitiveness by involving three voguish constituents of contemporary scholarly discourse grounded into the leading underpinning theoretical perspectives, such as IC theory, RBV, and entrepreneurship theory.

The uniqueness of this model lies in its rich theory-laden conceptualization and explanation that could extend theoretical debate and managerial action to the next levels.

Organizations sustain competitiveness by improving product or service quality, performing efficiently or innovating. This paper aims to investigate the relationship between knowledge management (KM) and sustainable competitive advantage (SCA) in business organizations in the Kingdom of Bahrain. The KM initiatives are categorized into knowledge creation, knowledge storage, knowledge transfer and knowledge application. Employees’ attitudes toward workplace knowledge resources are derived from their perceptions of their importance, usefulness and ease of use.

This paper adopts a cross-sectional survey design. Data is collected via an electronic questionnaire developed using Google Forms. Purposive sampling used a list of 122 business organizations. Ninety responses were received and taken into consideration for data analysis.

Spearman correlation analysis and partial least square structural equation modeling revealed a positive association between KM and SCA. This study reflected a positive association between employees’ attitudes toward knowledge resources and sustaining organizations’ competitive advantages.

In Bahrain, empirical studies still need to be developed to explore KM in business organizations and investigate its association with SCA. This study aims to fill this gap by examining the relationship between KM and the sustainability of quality, efficiency and innovation-based competitive advantages in business organizations in an emerging economy context.