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The purpose of this study is to understand how the level of readiness for artificial intelligence (AI) affects the overall performance of companies, determine the role of organizational flexibility in adapting to new technologies and business models and assess the importance of lean sustainability and value creation for technology-focused companies.

Technology companies working in technoparks in Istanbul were determined, and a questionnaire was applied to senior employees such as experts, engineers and managers working in these companies. The results were processed with a sample of 456 units. SmartPLS program was used for analysis.

As a result of the analyzes, it is supported by hypotheses that AI readiness and organizational flexibility have positive effects on lean sustainability and value creation.

When evaluated in terms of the limitations of the research, it would not be correct to evaluate the results of the analysis in general, since the data were collected from technology-focused companies in technoparks in Istanbul.

Examining the variables that make up the research model in technology-oriented companies helps to understand the critical factors for the future success of companies. At the same time, this research is important for companies to make more informed decisions in their strategic planning, technological transformation processes and value creation strategies.

This research topic offers a unique approach in terms of bringing together topics such as AI readiness, organizational flexibility, sustainability and value creation. These issues play an important role in the strategic planning of technology-focused companies, and when considered together, they are important in terms of examining the critical factors that affect the future success of companies.

The main purpose of this study is to investigate the role of organizational culture in creating a supportive environment for business model innovation (BMI) by focusing on the mediating role of strategic flexibility and the moderating effect of technological capability.

To achieve this objective an empirical survey was conducted among 379 participant firms in Greece. CFA and finally hierarchical regression analysis were performed to validate the data and examine the hypothesized relationships.

The results show that strategic flexibility mediates the relationship between organizational culture and BMI. The effect of organizational culture on strategic flexibility is stronger for firms with increased technological capability.

Data were collected at only one point in time from one country, Greece. This might pose limitations on the generalizability of our results. Furthermore, we did not explore many internal or external mediating or moderating factors in the relationship between organizational culture and BMI.

Managers should consider incorporating a suitable organizational culture into their strategies to enable them improve their strategic flexibility, which further promotes BMI.

The current state of knowledge of both theory and practice for critical organizational factors such as organizational culture, strategic flexibility, BMI and technological capability will be extended.

While scholarly studies focus on the role of technology in digital transformation, an important direction of research still requires examining HR-related factors in this regard specifically. This study aims to analyze factors pertaining to human and organizational resources in the context of digital transformation within healthcare enterprises. The study examines the possible impacts of organizational energy (OE) and human resource flexibility (HRF) on digital transformation (DT). The study also seeks to investigate the influence of organizational inertia (OI) on the relationships being examined, according to the theory of change principles.

The empirical study used a survey method on 355 Mansoura University Hospitals employees, Egypt. The study data were analyzed using structural equations modeling with WarpPLS V. 8.0.

The results showed that all OE dimensions directly affected DT and HRF dimensions. Through HRF, OE indirectly affected DT. The study also found that all dimensions of OI negatively moderated the OE-DT and HRF-DT relationships. Based on the study's results, theoretical and practical implications were drawn.

This study develops a novel model to empirically investigate the quantitative relationships between OE, HRF, OI, and DT. This study provides an addition to understanding how human resources and organizational mechanisms work in technology-based experiments such as digital transformation and adds contributions in this regard to the health sector in particular.

In the era of multiple global disruptions, firms are finding it to continue their business. MSMEs are impacted more as they have constrained resources. Organizational flexibility has emerged as an organizational and management principle that would help firms stay competitive even in volatile markets. This study aims to present a set of guidelines and insights for MSME managers to implement organizational flexibility in their organizations.

This study uses total interpretive structural modelling to study how the various factors contributing to organizational flexibility behave together. Behavioural theory is used to explain why organizations need to incorporate flexibility, and systems theory of organization is used to explain why an organization needs to have open boundaries.

Organizational flexibility is a principle that may be supported by the systems theory of organization. The study has shown that it is important for MSMEs to have supply chain collaborations to be more flexible. The study also shows pressure from competitors as the key driver that would make a firm more flexible, and that adequate support from management and technological skills are required to drive flexibility in an organization.

Single respondent bias may have occurred in this study. This can be eliminated by interviewing multiple people from the same organization. Further research around the reasoning for linkages can be explored with theory-driven grounded studies.

This study attempts to use a multi-criteria decision-making technique to present insights to managers to help them make their organizations flexible.

This study examines the effect of Human Resource Management (HRM) policies in respect to workplace flexibility and employee empowerment on two employee behaviour related outcomes (employee organisational commitment (EOC) and collegiality) and organisational resilience during the COVID-19 pandemic.

Data were collected using an online survey questionnaire managed by Qualtrics. The questionnaire was distributed to the lower, middle and senior managers of 1,000 Australian organisations with 337 responses used in the analysis.

The findings indicate that workplace flexibility exhibits a direct and indirect (through collegiality) significant positive association with organisational resilience, and employee empowerment exhibits a direct and indirect (through both EOC and collegiality) significant positive association with organisational resilience.

The results highlight the importance of implementing desirable HRM policies in respect to empowering employees and enhancing workplace flexibility due to their role in facilitating organisational resilience both directly and indirectly through their influence on employee behaviour related outcomes, specifically EOC and collegiality.

The COVID-19 epidemic caused significant disruptions to numerous supply chains. In order to enhance the resilience of supply chains, Collaboration (CO), Information Alignment (IA), and Big Data Analytics Capability (BDAC) have emerged as contemporary strategies within the humanitarian context. This study was conducted to explore the mechanism via which the effect of BDAC, IA and CO on Humanitarian Supply Chain Resilience (HSCR) in the humanitarian space could be optimized through Organizational Flexibility (OF).

A model of six hypotheses was developed based on the Organizational Information Processing Theory (OIPT). Data from 127 supply chain managers in humanitarian organizations were used to test the hypotheses. The analysis employed both descriptive and inferential statistics using SPSS version 26 and Smart-PLS version 3.

The study revealed that BDAC, IA, and CO individually influence supply chain resilience in the humanitarian setting while OF did not moderate the relationship between BDAC, IA, CO, and HSCR.

It is essential that humanitarian stakeholders prioritize factors that could increase supply chain resilience by employing contemporary BDA technologies, effective information flow, and collaborative strategies to set up a robust humanitarian SC system that could help lessen the impact of disasters.

This presents interesting insights that advance theoretical debates on how CO, IA, and BDAC under varying levels of OF could influence SCR in the humanitarian context. The paper further offers some useful guidance to managers in relief organizations who desire to build resilient supply chains by leveraging BDAC, collaboration and information alignment. Finally, the paper may also provoke future humanitarian scholars to replicate the study using different approaches.

The purpose of this study is to build a theory on management investigating the relationship between organizational culture and strategic flexibility in firms, and how this relationship is affected through industry 4.0 capabilities and the market orientation of firms.

As a methodological approach, this paper uses a rich combination of literature review and exploratory interviews with managers and academics. Data were collected from 379 industrial managers; confirmatory factor analysis (CFA) and finally structural equation modeling (SEM) were performed to validate the data and examine the hypothesized relationships.

The results show that organizational culture drives firms to strategic flexibility, but the introduction of industry 4.0 capabilities and market orientation fully mediate this relationship, revealing their significance to strategic flexibility.

All the respondents of the study's dataset were from Greek firms; the role of national culture should be considered. Moreover, the comprehension of I4.0 is a quite recent concept that is still being formulated, this feature may modify the results of future studies.

Managers should allocate resources for the concurrent adoption of digital technologies capabilities and suitable market-oriented strategies in order for them to be key drivers for enhanced strategic flexibility.

The current state of knowledge of both theory and practise for critical organizational factors such as organizational culture, strategic flexibility, industry 4.0 capabilities and market orientation will be extended.

Strategic flexibility (SF) has become increasingly important for firms because of the fast changes in the external environment. In line with the practical importance of SF, an emerging research field has developed around it that has attempted to understand the nature of SF and the key relationships. The aim of this study is to unveil the semantic structure of the recent literature on SF and to suggest new promising areas for future research.

The authors conduct a systematic literature review with a bibliographic analysis technique, which allows authors to identify the main recent streams in the literature, as well as offer reflections and suggestions for future research.

The authors uncover three main emerging areas in the research on SF, namely SF as a dynamic capability, the role of knowledge management for SF and the relationship between a firm SF and the external environment. The authors put forward three avenues for future research on SF: Avenue 1. SF, business model innovation (BMI) and other dynamic capabilities (DC), Avenue 2. Digital technologies and SF/organizational agility and Avenue 3. SF and sustainability. Articles included in the special issue entitled “A strategic perspective on flexibility, agility and adaptability in the digital era” contribute to Avenue 2, thus paving the way for filling some of the identified gaps regarding the relationship between SF and digitalization.

To the best of authors’ knowledge, this is the first literature review on SF that uses a bibliometric approach to draw conclusions on the findings in the literature. The review contributes to the theoretical understanding of SF by illustrating and explicating core topics that have persisted over time, as well as by presenting three main avenues for further developing authors’ knowledge around SF.

New ways of working have rapidly increased in organizations, promising employees a better control over their work time, space, and more autonomy. The present study analyzes the relationship between new ways of working and employee engagement and productivity.

A survey was conducted to evaluate organizational practices developed based on flexible schemes and the relevance of employee engagement for better productivity based on digital tools. Data were analyzed using structural equation modeling.

New ways of work requires an integration of workspaces' design, social interaction, and individual wellness. Organizations need to recognize how employees' trust, commitment, and passion are fundamental to face current and future changes. Flexibility in time and space and digital tools for work are critical.

A personalization of organizational practices to support individual well-being and flexible and hybrid schemes of work are needed. Developing policies collaboratively to work together respectfully in a hybrid environment is necessary.

Hybrid work format is allowing women to balance career and childcare, reducing the wage gap with men. The green imperative has also played a role reducing the amount of carbon monoxide produced via commuter.

The present study exposes how organizational practices must ensure employee well-being and autonomy to perform their tasks. In this regard, employees need to be recognized as individuals, physically and mentally. Attempting to force a one-size-fit-all solution can have detrimental effects on the workforce, particularly on women, people of lower socioeconomic status, and people in less advanced economies. Personalization requests empowerment and democratization at work.

The purpose of this study is to investigate the complexity of how demands and stress are mitigated to enhance employee performance in remote working arrangements.

A time-lagged snowball sample of 223 full-time remote working adults in the United States participated in an online survey. Data were analyzed using R 4.0.2 and structural equation modeling.

Results suggest remote job resources involving organizational trust and work flexibility increase performance via serial mediation when considering information communication technology (ICT) demands and work–life interference (WLI). The findings provide insights into counterbalancing the negative aspects of specific demands and stress in remote work arrangements.

This study provides insights for managers to understand how basic job resources may shape perspectives on demands and WLI to impact performance. Specific to remote working arrangements, establishing trust with the employees and promoting accountability with their work flexibility can play an important part in people and their performance.

This study contributes theoretically to the literature by evidencing how components of the E-Work Life (EWL) scale can be used with greater versatility beyond the original composite measurement because of the job-demand resource (JD-R) framework and conservation of resources theory (COR). This study answers several calls by research to investigate how ICT demands and WLI play a complex role in work performance.