Search results

This paper shows how organisational agility allows companies to adopt the necessary changes to remain competitive and produce with a lower environmental impact, implying customers in the value chain.

This investigation uses a cross-sectional design to collect data on the study variables from a sample of 260 Spanish manufacturing organisations. Structural equations with PLS are applied to test hypotheses.

Results show that organisational agility is positively related to eco-innovation. Furthermore, eco-innovation results in a positive relationship with organisational performance. Finally, it has been found that customer involvement positively moderates the effect of organisational agility on new green processes and products and makes green product innovations more successful.

Conclusions indicate that would be advisable that innovative companies promote capabilities such as organisational agility, and integrating customer involvement throughout their value chain, for developing successful new green products increasing their results with a lower environmental impact. Likewise, the customer’s involvement in eco-innovation projects has been found, in companies with agile behaviours, that could aim to increase their performance, helping to react more quickly to market trends and saving money in product development.

This investigation addresses three gaps previously identified in the literature. Firstly, it covers a lack of research on how agility could foster green innovation and how this could positively affect their performance outcomes. Secondly, it studies a moderating factor, customer involvement, and its effects on the relationship between organisational agility and eco-innovation in product and process and between eco-innovation in product and organisational performance. Thirdly, it introduces dynamic capabilities theory through agility concept to study the dynamic context of the eco-environment.

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.

Dissolving industry boundaries, coupled with an increasing need for collaboration and mutual adaptation, necessitates the adoption of diverse innovation concepts and flexible management practices. While organizations are striving to be agile and receptive, prioritizing flexibility over meticulous planning, the strategies required to achieve these outcomes remain underdeveloped.

Between 2019 and 2022, 100 peer-reviewed papers were reviewed to identify 68 agile practices, forming the basis for the classification. A conceptual-to-empirical approach led to the framework's development, involving 40 expert interviews and nine focus groups with participants from different countries from 2020 to 2023. These interactions validated the framework's dimensions and real-world applicability.

The study revealed that inter-organizational agility serves as a catalyst, effectively harmonizing open and frugal innovation to address market and customer constraints. This framework offers managers a valuable tool for navigating uncertainties and ambiguities and creating and capturing value within open innovation ecosystems that go beyond transient competitive advantages.

The case study suggests co-innovation and bricolage as novel managerial capabilities that foster innovation, mainly when supported by inter-organizational agility. It provides insights into distinguishing between various forms of agility through a multidimensional framework.

The study provided crucial insights into the necessity for agility in complex and uncertain environments. Through the integration of frugal and open innovation approaches in co-innovation, inter-organizational agility is presented as a framework for achieving both transient competitive advantage and sustainable innovation power.

The supply chain agility (SCA) is becoming a source of competitive differentiation but debate on its antecedents which can result in optimal firm performance is still non-pervasive in the literature. Taking this gap into consideration, the current research aimed at investigating various enablers of supply chain agility of Pakistani pharmaceutical industry.

The data were collected from 204 top executives working in different supply chain functions including planning, supplying, operations and purchasing in national and multinational pharmaceutical companies in Pakistan.

Through serial-mediation model, results revealed the strength of various SCA enablers, along with the mediating roles of delivery dependability.

This study adds in the literature on how various supply chain enablers and competencies help the organizations to achieve supply chain agility and performance, especially in a developing country.

The purpose of this research is to provide a strategic framework for business resilience plans (BRPs) to guide micro, small, and medium-sized firms (MSMEs) in determining their adaptability level and providing information on agility and resilience tactics while coping with turbulence.

A systematic literature review (SLR) is used in this work to collect and acquire a complete and high-quality sample of academic journal articles. As the primary focus, 63 high-quality journals were chosen from 154 academic papers in the Scopus and Web of Science databases by using qualitative data analysis. The method of thematic analysis incorporating grounded approach analysis was utilized for creating themes and key findings in this study.

This study proposes the dimensions of the BRPs framework along with key findings to identify future research directions for MSMEs. The three dimensions of BRP include responsiveness, reactiveness, and proactiveness based on the principles of agility, absorption, and resilience.

This study proposes a sustainable and resilient framework for post-disaster MSMEs as a catalyst towards sustainably resilient MSMEs. This study highlights viable avenues for future research for academics and provides a resilient plan at various levels for business owner-managers.

This study aims to propose and develop a new digital collaborative supply chain (CSC) model completely based on the emerging Industry 4.0 technologies. The digital model aims to support the main factors likely to affect CSC. This proposed model combines the most well-known digital tools such as blockchain technology, Internet of Things (IoT) and cloud computing (CC).

Motivated by its effective solution to enhance trust, traceability, transparency and minimize costs and risks, the combination of the most well-known digital tools such as blockchain technology, IoT and CC to develop a new digital CSC model is addressed in this research. This study first investigates and conducts a deep review analysis that explores how Industry 4.0 technologies can enable collaboration mechanisms. Second, based on an analysis of literature review, the main factors likely to affect CSC have been identified and analysed. Finally, the authors combine digital tools to support the identified factors to enhance transparency, traceability and trust by proposing a new digital CSC model. This proposed model will be used as a referential guide to encourage and motivate SC actors to collaborate in digital CSC.

This work provides many important contributions to theory and practice. First, role and impacts of the most well-known digital tools such as blockchain technology, IoT and CC for digitizing CSC have separately presented and developed. Second, the authors conceptualized a framework by developing a new digital CSC model. This conceptual digital model can be used as a referential guide for all SC actors in order to motivate them to collaborate in a modern, intelligent, secure and reliable SC. It can also support all factors affecting CSC.

The originality of this study is first investigating separately the roles and impacts of each digital tool on CSC performance. Second, the authors combine the most well-known digital tools such as blockchain technology, IoT and CC in order to develop an efficient, smart, modern and new digital CSC model. In this combination, CC is used as platform as a service enabling to link and connect the blockchain and IoT to support the main factors affecting CSC. Unlike to digital CSC model with only one digital tool, the proposed model is more realistic since depending on the information to be shared with other actors, the most appropriate tool will be automatically detected and used. This solution offers a large choice to SC actors for real time data and information sharing. In addition, the proposed model will largely enhance traceability, transparency and trust in CSC.

This paper aims to draw on the Dynamic Capabilities View to discuss how small and medium enterprises (SMEs) use digital technologies to develop digital capabilities that will enable them to change their current business model and trajectory, that is, to pivot-within turbulent environments, and subsequently to survive and grow.

The authors collected and analysed qualitative data from 26 SMEs in South-East England that have used digital technologies to pivot during the pandemic. The data was collected via in-depth semi-structured interviews. The authors analysed the data by creating first-order concepts, second-order themes, and aggregating dimensions.

The findings suggest that (1) digital technologies enable pivoting by facilitating the creation of the following digital capability types: “digital sensing”, “digital seizing” and “digital transforming”; (2) Each of these digital capability types is underpinned by micro-foundations (sub-capabilities) and shaped by the digital culture of the organisation. (3) these capabilities are triggered by the turbulent environment and the existing digital technologies, and are shaped by the digital culture.

The authors contribute to the literature of digital entrepreneurship as the authors illustrate (1) how the micro-foundations of digital capabilities, as facilitated by digital technologies, assist pivoting; and (2) the process from key activities during pivoting to second-order themes that represent micro-foundations to digital (dynamic) capabilities for pivoting in turbulent environments. The study highlights the importance of digital pivoting for businesses in the UK Southeast that have many aspirations for growth and innovation, whilst striving to address multiple challenges including digital divide and literacy, inflation and cost of living crisis, as well as supply chain issues.

The ten principles of good business process management (BPM) support organizations in planning and scoping the organizations' BPM approach. Derived from literature and expert panels, the principles received much attention both in research and practice. This article develops a measurement instrument to operationalize the principles and to support organizations in measuring the degree to which they incorporate the principles in their BPM approach, that way advancing their BPM capabilities.

The authors applied the scale-development methodology, because this methodology is an established approach consisting of various techniques to develop measurement instruments. First, the authors used established techniques to develop such an instrument. Then, the authors assessed the validity and reliability of the developed instrument through a field survey with 345 participants.

The authors developed a valid and reliable measurement instrument for the ten principles of good BPM. The field survey's results reveal that the measurement instrument meets all required methodological standards. The instrument, thus, can be applied to help process owners and managers to evaluate their BPM approach and plan future actions based on potential shortcomings. Future research can both use and further develop the instrument, which serves as a conceptualization of the principles.

This study is the first to provide a measurement instrument for assessing an organizations' BPM practice against the ten principles of good BPM, which have become established as a much-considered and widely-used source of reference both in academia and practice. The authors also discuss how the instrument compares to and distinguishes from existing approaches to qualify BPM approaches, thus communicating the significance of the instrument.

There is some evidence to suggest that the historical challenge associated with recruiting and retaining Black and Brown Science, Technology, Engineering and Math (STEM) collegians is tied to early their teaching and learning experiences in Mathematics. This paper describes an National Science Foundation (NSF) funded project (NSF #2151043) whose goal is to attract, prepare and retain math teachers of color in high need school districts ensure that those teachers remain in the field long enough to make a meaningful impact on the minds and hearts of BIPOC students who are often, extrinsically, and intrinsically, discouraged from pursuing careers in STEM professions.

This mixed-methods study, which began in the summer of 2023, seeks to recruit, prepare, support and retain nineteen (19) Black and Brown math teachers for two (2) high need urban school districts. The expectancy value theory will be used to explain the performance, persistence, and choices of the teachers, while grounded theory will be utilized to understand the impact of the intensive mentorship and wellness coaching that applied over the first year of their preservice preparation and subsequent in-service years.

Measures of project efficacy won’t begin until 2025 and as such there are no findings or implications to draw from for the study at this time.

The intention of this paper is to augment the body of knowledge on recruiting and retaining Black and Brown math teachers for urban schools where the need for quality STEM teachers is critical.

As a key driver of organizational agility, open innovation allows for improving time-to-market and complexity, which are the mechanisms that most significantly lower the risk of knowledge expropriation in emerging markets. For this reason, there is concern about the negative impacts of hiding knowledge in the context of inter-organizational collaborative work. Therefore, the research goal is to analyze the moderating effect of the three types of knowledge hiding (playing dumb, evasive hiding and rationalized hiding) on the relationship between open innovation (both inbound and outbound) and agility.

The research model was tested with survey data from a sample of 248 companies located in an emerging country, mostly from sectors of high turbulence in demand and technology.

None of the three types of knowledge hiding has a negative effect on the relationship between open innovation and agility. Surprisingly, evasive hiding has a positive and significant effect, specifically on the relationship between inbound open innovation and agility.

The study contributes to the discussion on the contradictory influence of knowledge hiding. Although the presence of knowledge hiding in business relationships with their external partners is undeniable, this research makes clear that, when faced with the particular need to be agile, businesses recognize that the benefits of open innovation in terms of time-to-market improvement and complexity outweigh the protectionism underlying hiding. Moreover, the study results suggest evasive hiding is essential for the inbound process to use time effectively and avoid wasting it in discussions that do not promote agility.