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This study aims to deepen the understanding of the challenges and implications entailed by deploying mobile clinics in conflict zones to reach populations affected by violence and cut off from health-care services.

This research combines an integrated literature review and an instrumental case study. The literature review comprises two targeted reviews to provide insights: one on conflict zones and one on mobile clinics. The case study describes the process and challenges faced throughout a mobile clinic deployment during and after the Iraq War. The data was gathered using mixed methods over a two-year period (2017–2018).

Armed conflicts directly impact the populations’ health and access to health care. Mobile clinic deployments are often used and recommended to provide health-care access to vulnerable populations cut off from health-care services. However, there is a dearth of peer-reviewed literature documenting decision support tools for mobile clinic deployments.

This study highlights the gaps in the literature and provides direction for future research to support the development of valuable insights and decision support tools for practitioners.

The present study aims to contribute to the growing stream of literature about the network perspective of value co-creation via key account management (KAM) by exploring how firms, in complex industrial markets, use key account strategies to create value, not only for buyers and sellers of industrial products/services but also, more widely, for larger ecosystems of stakeholders. The research question this paper seeks to address is how the KAM approach promotes value co-creation in multi-stakeholder ecosystem.

To answer this research question, this study uses a qualitative research approach based on data triangulation. This study focuses on the market access (MA) strategies implemented by a multinational UK-based pharmaceutical company within the Italian multi-stakeholder health-care ecosystem over several years.

The results show that KAM in complex networks acts as a catalyst for value creation, through multiple interactions with different actors and an ad hoc configuration of five strategic levers: product performance, economic impact, institutional relationships, commercial organization and communication. These levers are able to unlock the appropriate value drivers and form a specific “market access mix” implemented by the firm to both promote the adoption of the firm’s products and generate value for all market stakeholders.

The study offers an innovative and comprehensive evidence-based model for designing specific MA strategies aimed at co-creating value within multi-stakeholder ecosystems. The proposed MA mix outlines the fact that knowledge, relationships and innovation are not unique factors that can be leveraged by stakeholders to co-create value.

The business intelligence (BI) research witnessed a proliferation of contributions during the past three decades, yet the knowledge about the interdependencies between the BI process and organizational context is scant. This has resulted in a proliferation of fragmented literature duplicating identical endeavors. Although such pluralism expands the understanding of the idiosyncrasies of BI conceptualizations, attributes and characteristics, it cannot cumulate existing contributions to better advance the BI body of knowledge. In response, this study aims to provide an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones.

This paper reviews 120 articles spanning the course of 35 years of research on BI process, antecedents and outcomes published in top tier ABS ranked journals.

Building on a process framework, this review identifies major patterns and contradictions across eight dimensions, namely, environmental antecedents; organizational antecedents; managerial and individual antecedents; BI process; strategic outcomes; firm performance outcomes; decision-making; and organizational intelligence. Finally, the review pinpoints to gaps in linkages across the BI process, its antecedents and outcomes for future researchers to build upon.

This review carries some implications for practitioners and particularly the role they ought to play should they seek actionable intelligence as an outcome of the BI process. Across the studies this review examined, managerial reluctance to open their intelligence practices to close examination was omnipresent. Although their apathy is understandable, due to their frustration regarding the lack of measurability of intelligence constructs, managers manifestly share a significant amount of responsibility in turning out explorative and descriptive studies partly due to their defensive managerial participation. Interestingly, managers would rather keep an ineffective BI unit confidential than open it for assessment in fear of competition or bad publicity. Therefore, this review highlights the value open participation of managers in longitudinal studies could bring to the BI research and by extent the new open intelligence culture across their organizations where knowledge is overt, intelligence is participative, not selective and where double loop learning alongside scholars is continuous. Their commitment to open participation and longitudinal studies will help generate new research that better integrates the BI process within its context and fosters new measures for intelligence performance.

This study provides an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones. By so doing, the developed framework sets the ground for scholars to further develop insights within each dimension and across their interrelationships.