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The purpose of this paper is to understand the value creation mechanisms of open-standard inter-organizational information system (OSIOS), which is a key technology to achieve Industry 4.0. Specifically, this study investigates how the internal assimilation and external diffusion of OSIOS help manufactures facilitate process adaptability and alignment in supply chain network.

A survey instrument was designed and administrated to collect data for this research. Using three-stage least squares estimation, the authors empirically tested a number of hypothesized relationships based on a sample of 308 manufacturing firms in China.

The results of the study show that OSIOS can perform as value creation mechanisms to enable process adaptability and alignment. In addition, the impact of OSIOS internal assimilation is inversely U-shaped where the positive effect on process adaptability will become negative after an extremum point is reached.

This study contributes to the existing literature by providing insights on how OSIOS can improve supply chain integration and thus promote the achievement of industry 4.0. By revealing a U-shaped relationship between OSIOS assimilation and process adaptability, this study fills previous research gap by advancing the understanding on the value creation mechanisms of information systems deployment.

The social influence processes of leadership were investigated within the substantive context of turbulent change in selected local government authorities. The grounded theory method was used to analyze qualitative data. It was found that the basic social process of “enhancing adaptability” emerged from the analysis. This basic social process integrated a range of lower level concepts and explained variation between those concepts. The subsidiary social process of resolving uncertainty also emerged from the analysis. The theory of enhancing adaptability is posited to explain the phenomenon of leadership within the substantive context of change in local government. A number of leadership strategies are presented.

Work organizations and the employees within these organizations face considerable environmental pressures requiring adaptive change. Several forces have contributed to this need for great adaptation. These are described in many excellent sources (e.g., Cascio, 2003; Ilgen & Pulakos, 1999); here we briefly review their implications for individual adaptability.

The purpose of this paper is to explore what organizational adaptability means in the digitized context and to discuss how manufacturing companies achieve organizational adaptability during the digital transformation process.

By conducting semi-structured interviews and acquiring archive data from a typical Chinese manufacturing company, this paper gathers extensive data. Based on this, a single-case study methodology is used to investigate organizational adaptability in digital transformation.

This study identifies the process by which companies achieve organizational adaptability during digital transformation and deconstructs organizational adaptability into three dimensions: structural adaptability, operational adaptability and governance adaptability. This study also explores how organizational adaptability is affected by digital capabilities.

This study proposes a process model to demonstrate how organizational adaptability may be attained during digital transformation and redefines organizational adaptability in the context of digitization.

Human resource (HR) flexibility is a firm-level capability that consists of employee skill flexibility, employee behavior flexibility, and HR practice flexibility. HR flexibility allows organizations to adapt and be responsive to changes in their environments. Findings from this paper indicate that if the organization is highly innovative and has flexible HR policies, then that influences organizational culture, risk-taking and experimentation within a firm. This paper has also revealed that process innovation mediates between adaptability culture and product innovation. It also revealed that managers should emphasize processes to improve efficiency for resource exploitation. The lessons learned from process innovation activities indicated that having a strong knowledge base assists a firm in developing innovative technology such as automation for manufacturing, handling and testing or simply smart manufacturing.

Questionnaires were sent to employees at 23 Taiwanese companies in high-tech industries, where innovation is the key to their survival, and 293 valid surveys were collected. Structural equation modeling, (SEM) using IBM SPSS Amos, was used to test the hypotheses.

The results fully support the hypotheses that HR flexibility positively influences adaptability culture and contributes to organizational innovation. Furthermore, it was found that adaptability culture has a direct impact on process innovation and an indirect impact on product innovation through process innovation.

The critical role of HR flexibility and adaptability culture on organizational innovation in the high-tech sector were highlighted. The importance of HR flexibility is emphasized to provide managerial hints to top managers.

This paper explores the adaptability of buildings in Japan from the perspective of three distinct practice typologies: large general contractors, large architectural design firms, and small design ateliers. The paper illustrates the cultivation of adaptability in Japan revealing a maturing of concepts into current innovations, trends, priorities, and obstacles in relation to adaptability in design. The paper contextualizes the situation by reviewing the evolution of residential development in support of building adaptability, and the ways in which these policies and concepts have shaped practice and transcended residential design. This evolution is then explored through non-residential case studies undertaken by the three practice types, and supported through a review of critical themes emerging from the interviews. The importance of particular physical characteristics are examined including storey height, location of services, planning modules and structural spacing/spans. The interviews expose the critical relationship between adaptability and different social variables - the state of the market, the role of planning regulations and other legal frameworks; as well as, the misconceptions and variations in the perceptions on the role and meaning adaptability has in practice. The paper is concluded by revealing the lessons learnt, including the unfolding of dependencies outside the ‘black box’ of adaptability (e.g. practice culture, material and, stakeholder mindsets) and the requirement of effective communication of concepts to allow an informed conversation between professionals and with clients and users. Like many other philosophical design concepts in complex processes, adaptability benefits from a mutual understanding, good relationships, communication, integration, and shared goals amongst team members.

This paper studies organizational change following a shift in an industry environment, in the context of how a focused factory adapts to a change in its manufacturing objectives. We use the organizational nature of production operations to suggest that the effectiveness of adaptation will depend on how well the manufacturing requirements of the new objectives match manufacturing capabilities at the production line level. We test our hypotheses using primary data from the Hartselle, Alabama compressor manufacturing focused factory of the Copeland Corporation. The results suggest that factors that influence adaptability derive from individual and organizational competence, and that the direction and extent of their influence depends on the systemic nature of the operational activity concerned. The results highlight roles of carefully designed complexity in operations and of process-oriented decision making on the shop floor in successful adaptation. This work contributes to our understanding of how business organizations overcome constraints to change.

When coping with uncertainties, three characteristics distinguish firms: agility, adaptability and alignment (triple-A). Based on significant field research, the triple-A highlights the significance of coordinating agility, adaptability and alignment. Start-ups are facing a lot of challenges in this turbulent environment. However, this sector is undergoing a major transformation. Agility, adaptability and alignment concepts have had a major influence on the supply chain, but their implementation in start-ups has been less visible. This paper aims to identify, analyze and categorize the enablers for agility, adaptability and alignment in start-ups using the total interpretive structural modeling (TISM) approach.

In addition to the scheduled interview, a closed-ended questionnaire was used to collect data. To identify how the factors interact, the TISM technique is used, and the Matriced’Impacts Croises-Multipication Applique’ and Classment method is used to rank and categorize the agility, adaptability and alignment enablers.

This study identified ten agility, adaptability and alignment factors for start-ups. It has been found that the key importance should be given to management involvement, conflict management, collaboration and information integration.

This study primarily focused on the agility, adaptability and alignment factors in start-ups.

This study will help academics and key stakeholders understand the aspects that lead to agility, adaptability and alignment in start-ups.

Agility, adaptability and alignment concepts have had a major influence on the supply chain, but their implementation in start-ups has been less visible. Therefore, this is a novel attempt in this industry’s agility, adaptability and alignment.

While the topic of team adaptation is gaining in prominence within the broader team effectiveness literature, there remain numerous unanswered questions about the way it affects, and is affected by, team dynamics over time. In particular, within this chapter, we seek to more fully examine the relationship between team adaptation and team cohesion to set the stage for additional investigations of team adaptation – team emergent state relationships. However, beyond merely suggesting that a linear relationship exists between team adaptation and cohesion, we envision the relationship as likely being curvilinear as well as reciprocal in nature. Additionally, we consider how temporal factors may shape this relationship by considering how the team’s performance on prior disruptions may influence the link between team cohesion and different adaptive outcomes (i.e., meritorious, maintenance, or maladaptation) as well as flowing along a feedback loop to affect team adaptation processes and team adaptability. By theorizing about these underexamined relationships, our intent is to introduce a framework that can be utilized as a foundation upon which future team adaptation research can build. Finally, we discuss how practitioners can leverage our thoughts in order to more effectively manage adaptation and cohesion within their teams.

The purpose of this study is to examine the impact of four organisational cultural traits of adaptability, consistency, involvement and mission on the three components of customer relationship management (CRM), namely, people, process and technology, in the context of the hotel industry.

Required data are collected with a quantitative approach and a questionnaire adapted from the Denison organisational culture survey and the Mendoza CRM model. The questionnaire was distributed among 364 managers of a chain hotel in the UK and gathered data were examined using the structural equation modelling method.

The results of this study reveal that the four traits of organisational culture (adaptability, consistency, involvement and mission) have positive and significant impacts on the three components of CRM (people, process and technology). A set of theoretical contributions and practical implications was also discussed.

The study is conducted with a case study approach; hence, the findings cannot be generalised to a larger population, and the results might be different for other industries. Because of the limitation of access to all employees, only managers were selected as the sample, and future studies with all employees may show different results.

Current study helps hotel managers to understand the role and importance of organisational cultural traits in successful implementation of their CRM strategy components.

The position taken in this study recognises the need to enhance the understanding of organisational culture’s impact on implementing CRM components. Organisational cultural traits have different levels of impact on CRM implementation, and this is the first study to investigate the detailed impacts of the four traits of adaptability, consistency, involvement and mission on the three components of CRM, namely, people, process and technology.