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The purpose of this paper is to deliver a detailed analysis of the functioning of upstream–downstream interface process of the tsunami early warning and mitigation system in Sri Lanka. It also gives an understanding of the social, administrative, political and cultural complexities attached to the operation of interface mechanism, and introduces an analytical framework highlighting the significant dynamics of the interface of tsunami early warning system in Sri Lanka.

Through the initial literature review, a conceptual framework was developed, highlighting the criteria against which the interface process can be assessed. This framework was used as the basis for developing data collection tools, namely, documentary analysis, semi-structured interviews and observations that focused on the key stakeholder institutions in Sri Lanka. Thematic analysis was used to analyze the data according to the conceptual framework, and an improved and detailed framework was developed deriving from the findings.

The manner in which the interface mechanism operates in Sri Lanka’s tsunami early warning system is discussed, providing a detailed understanding of the decision-making structures; key actors; standardisation; technical and human capacities; socio-spatial dynamics; coordination among actors; communication and information dissemination; and the evaluation processes. Several gaps and shortcomings were identified with relation to some of these aspects, and the significance of addressing these gaps is highlighted in the paper.

A number of recommendations are provided to address the existing shortcomings and to improve the overall performance of tsunami warning system in Sri Lanka.

Based on the findings, a framework was developed into a more detailed analytical framework that depicts the interface operationalisation in Sri Lanka, and can also be potentially applied to similar cases across the world. The new analytical framework was validated through a focus group discussion held in Sri Lanka with the participation of experts and practitioners.

This paper describes how Italy addressed the first Coronavirus disease 2019 (COVID-19) wave and analyzes the possible causes of the current second wave.

Descriptive analysis of critical points and differences in the containment strategies between the first and the second waves in Italy.

Italy's strict lockdown has been credited with getting the initial major outbreak under control. Furthermore, the way Italy handled the first wave was considered a lesson for other countries. On the contrary, a decentralized and highly bureaucratic political system with low coordination and political conflicts between government, regions and stakeholders led to a relaxation of individual health behaviors, poor and conflicting communication to the general public, poor management of the public transport and the reopening of schools and companies after the summer, that in turn generated the second wave, which is showing signs of becoming worse than the first.

This is a commentary piece.

This article focusses on the hybrid strategy, a simultaneous combination of cost leadership and differentiation strategy. The study aims to examine the impact of hybrid strategy on firm performance through its anticipated positive effects on process and product innovation. In addition, we study the moderating role of adaptive capacity in the direct relationships of hybrid strategy with process and product innovation.

Structural equation modelling was used to analyse 1,842 Spanish firms with fewer than 250 employees. We randomly selected small and medium-sized enterprises (SMEs) operating in Spain from the Spanish Central Business Directory (2021) database. The overall sample design was based on stratified sampling.

We found that hybrid strategy is positively related to firm performance and to process and product innovation. Additionally, in firms implementing hybrid strategies, process innovation fostered firm performance. Finally, adaptive capacity strengthened the relationships of hybrid strategy with process and product innovation. This sheds light on how and when hybrid strategy is most effective in fostering SME performance.

We highlight that SMEs need to establish strategies that use diverse resources and capabilities and not just generate competitive advantage using one strategy (cost leadership or differentiation strategy). This requires an agile and flexible systems and structures.

Our research provides novel results by proposing the adoption of hybrid strategies instead of pure strategies (cost leadership and differentiation strategy) as a way for SMEs to survive during crises. Unlike “stuck in the middle” strategies, our study demonstrates the importance of hybrid strategies in a comprehensive model that links them to innovation and firm performance, with adaptive capacity being a determining factor.