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This case describes the innovations of a medical practitioner over six decades of practice. It provides an opportunity to the participants to analyse the motivation, processes, constraints and outcomes or innovating efforts of individuals as opposed to corporates. During his career Dr. Shah has experimented with novel methods of treatment, applications of known solutions and new product formulations. At the fag end of his career Dr. Shah is wondering whether the innovating efforts were worth their white.

This study aims to demystify the mediating mechanism behind the relationship between green human resource management (HRM) and an organization’s environmental performance with the support of resource-based view theory and social exchange theory. Specifically, this study investigates the sequential mediation of green work engagement and green innovation on the direct effect of green HRM on environmental performance.

This quantitative study collected data from 311 employees working in various Indian manufacturing firms using an online survey. Structural equation modeling was used to determine the model fit of the serial mediation model, and PROCESS macro was used to test the hypotheses.

The findings of the study revealed the following important results. First, green HRM positively affects an organization’s environmental performance. Second, green work engagement mediates the effect of green HRM on environmental performance. Third, green innovation mediates the effect of green HRM on environmental performance. Fourth, green work engagement and green innovation sequentially mediate the green HRM–environmental relationship.

This study offers the following practical implications. First, it improves the managerial comprehension of the processes in enhancing environmental performance. Second, it implies that managers need to implement green HRM in their organizations as they play a pivotal role in improving employees’ green work engagement, organizations’ green innovation and environmental performance.

The present study is one of the primary research works that examined the serial mediating effect of green work engagement and green innovation in the relationship between green HRM and environmental performance. This study enriches the existing literature on green HRM and environmental performance by uncovering the mediating mechanism of green work engagement and green innovation.

The purpose of this study is to explore the relationship between ambidextrous leadership and sustainability performance. In addition, this study also discusses how ambidextrous leadership affects sustainability performance through employees' green creativity and green product innovation.

This study obtained research data from a questionnaire survey of 307 manufacturing enterprise leaders in China and used regression and bootstrap analysis to test the research hypotheses.

(1) Ambidextrous leadership positively influences sustainability performance. (2) Employees' green creativity mediates the relationship between ambidextrous leadership and sustainability performance. (3) Green product innovation also mediates the relationship between ambidextrous leadership and sustainability performance. (4) The intermediary chain constructed by employees' green creativity and green product innovation has serial mediation effects on the relationship between ambidextrous leadership and sustainability performance.

This study contributes to the literature on leadership and corporate sustainability by clarifying the relationship between ambidextrous leadership and sustainability performance. Meanwhile, this study reveals the influence mechanism of ambidextrous leadership on sustainability performance by analyzing the serial mediation effects of employees' green creativity and green product innovation.

This study aims to examine the relevant but overlooked intervening role of knowledge sharing and innovation capability between digital leadership and open innovation. This study hypothesizes that top management knowledge value (TMKV) can strengthen the relationship between digital leadership and knowledge sharing. In line with the resource- and knowledge-based views, the serial mediation model explains how organizations can achieve open innovation through knowledge sharing and innovation capability development under digital leadership.

The research hypotheses were tested with survey data collected in four different rounds, separated by three to four weeks each, from 250 employees working in telecom and IT companies. The statistical analyses relied on the PROCESS macro, which enabled a simultaneous estimation of the direct, mediation and moderated mediation effects that underpin the proposed theoretical framework.

Results showed good support for the serial mediation model. TMKV was found a significant factor to improve knowledge sharing among employees.

The role of leadership is inevitable in the journey of organizational performance, and digital leadership has become a significant phenomenon in this regard. To achieve open innovation, organizations need digital leadership that induce knowledge sharing and innovation capability.

This study contributes to extant research by explaining how digital leadership induces knowledge sharing and innovation capability to achieve open innovation that is highly important to compete and outperform the rivals.

The purpose of this study is to examine the effect of the coopetition strategy (CS) (the simultaneous pursuit of collaboration and competition) on sustainable performance (SP) through the serial mediation of knowledge sharing (KS) and open innovation (OI).

A structured questionnaire was used to gather data from corporate business enterprises, and partial least squares structural equation modeling was used for analysis.

Empirical evidence supports the coopetition strategy's role in enhancing KS, which in turn fosters OI, leading to improved SP. It has also been concluded that KS and OI have a significant serial mediation effect on the relationship between CS and SP.

Through the integration of KS and inward-outward open innovation, the coopetition model enables coopetitors leverage each other’s resources and capacities for mutual sustainability. To fully benefit from it, small and medium-sized enterprises (SMEs) in the Gulf Cooperation Council (GCC) must change their perception of free competition and actively engage in coopetition activities, particularly in the realms of knowledge and OI.

The most novel contribution of this study to the growing body of knowledge on SP is the establishment of empirical evidence regarding the crucial role of a serial mediation of KS and OI in the relationship between CS and SP. Unlike earlier research, this study provides a structured perspective and understanding of how and why CS, KS and OI were leveraged to enhance the SP of SMEs.

Achieving innovation performance (IP) through high-performance work system (HPWS) remained relatively unexplored. Literature on the HPWS-IP linkage mechanism raises a question mark and highlights the existence of a black box. Therefore, the present study aimed to empirically fill the gap in the literature by developing a framework to theorize HPWS nexus with IP through serial mediation of intellectual capital (IC) and organizational ambidexterity (OA).

To answer the study questions survey-based, multi-source and time-lagged data were collected to examine the proposed model. SPSS 24 version was used to evaluate descriptive statistics and through Smart-PLS 3.32., partial least square structural equation modeling (PLS-SEM) was employed to test the study hypotheses.

Study findings indicate that HPWS not only has a significant direct impact on IP but also has a significant indirect relationship with IP through the mediation of IC and OA. Both IC and OA also mediated this relationship serially.

The originality of the study lies in the fact that it studied HPWS as an antecedent of IC and OA and IP as the consequence. Further, the study fills the knowledge gap in previous literature in which limited or no study has used the serial mediation model with two mediators particularly IC and OA to explore the relationship between HPWS and IP.

How can some companies be the innovation leader in their industry over prolonged periods of time, whereas others cannot? The purpose of this study is to understand a firm’s capability to be a successful serial innovator and to generate a constant stream of industry-leading innovations.

The paper uses a longitudinal case study approach to gain an understanding of what and how Singapore Airlines sustained service innovation for over 30 years. The study uses triangulation, whereby the core data from in-depth interviews with senior and middle management and frontline employees were complemented with academic research, case studies, annual reports, observations and archival documents. In total, 240 single-spaced pages of interview transcripts with over 130,000 words were analyzed and coded using MAXQDA for identifying repeated patterns of meaning.

The authors identified three key institutional foundations for service innovation: innovation climate (i.e. leadership and service culture), human capital (i.e. recruitment, training and development and engagement and incentives) and resource configurations (i.e. systems, structure and processes). These foundations enabled the organization to build the following four service innovation-related dynamic capabilities: embrace ambidexterity, institutionalize learning and knowledge integration, orchestrate collaboration and reinvent customer value. Interestingly, these institutional foundations and capabilities remained largely stable across 30 years; what changed were the contexts and specifics, not the foundations and capabilities.

Data were collected only from one company. Because of the method of thematic analysis, the generalizability of the findings needs further investigation.

This study is the first to investigate the drivers of industry-leading sustained service innovation over a prolonged period of time. The proposed framework provides a fuller and more integrated picture of sustained service innovation than past cross-sectional studies.

This study aims to reveal how chief executive officer (CEO) transformational leadership affects business model innovation (BMI) by exploring the serial mediating role of top management team (TMT) collective energy and behavioral integration and the moderating role of TMT-CEO value congruence.

The sample of 520 TMT members from 127 enterprises in North China was collected through a two-wave questionnaire survey. Hierarchical regression and bootstrapping were used to test the hypothetical relationships proposed in this study.

The results indicate that TMT collective energy and behavioral integration play a serial mediation role between CEO transformational leadership and BMI. TMT-CEO value congruence positively moderates the relationship between CEO transformational leadership and TMT collective energy as well as the serial mediation effect.

The results suggest that CEOs can stimulate TMT collective energy by demonstrating transformational leadership behaviors, thereby promoting TMT behavioral integration and ultimately achieving BMI. In addition, to enhance the effectiveness of CEO transformational leadership, enterprises should take measures to ensure that TMT members hold values that are consistent with those of CEOs.

Based on social cognitive theory, the mediating mechanism and boundary conditions of CEO transformational leadership that affect BMI are revealed by this study, thus opening the “black box” of the relationship between the two. It also supplements research on the role of TMT among the antecedents of BMI.

Organizational routines emerge in firms during the process of new venture creation. Typically, they are imprinted and sometimes replicated by the entrepreneurs creating the organization, reflecting individual and contextual characteristics. In particular cases, organizations are designed for replicating routines for new ventures. The authors investigate one such case from the IT industry using a dynamic routine perspective and focus on how routines originally created by an organization are replicated in several new ventures. In more detail, the authors focus on how routine replication counter-intuitively allows for innovating in new venture creation. The authors find that routine replication supports entrepreneurial innovation in three ways: (1) the replicator organization’s accelerating routines unburden the replicator organization’s innovating routines; (2) the replicator organization’s accelerating routines unburden the new venture’s innovating routines; and (3) the new venture’s accelerating routines unburden the new venture’s innovating routines. The authors contribute to the discussion about the replication dilemma by conceptualizing “unburdening” as a mechanism that allows both routinization and innovation benefits to be reaped.

The pre-eminence of innovation and technological transfer in promoting agricultural productivity and competitiveness in developing countries is widely acknowledged. However, the disparate streams of literature on productivity and competitiveness have explored innovation and technology transfer as independent predictors. Consequently, the mechanisms through which innovation and technology transfers jointly affect productivity and competitiveness of small, medium and micro enterprises (SMMEs) in emerging economies remain under-explored in literature. The present study sought to examine the relationships among innovation, technology transfer, productivity and competitiveness of small-scale agricultural businesses (SSABs) in selected regions in South Africa and Zimbabwe, neighbouring countries which have been plagued by food insecurity in recent years.

A total of 400 questionnaires were distributed to SSABs owners based in Free State and Mashonaland provinces of South Africa and Zimbabwe, respectively. In total, 268 usable questionnaires (67%) were returned for analysis. Partial least squares structural equation modelling (PLS-SEM) and Process macro (based on SPSS) techniques were used to analyse data.

The results supported direct significant paths between innovation and technology transfer; technology transfer and productivity; and productivity and competitiveness. Furthermore, the results suggested that technology transfer and productivity consecutively fully mediate the relationship between innovation and competitiveness.

The use of a survey could not provide sufficient explanations as to why the variable examined related the way they did.

The study provides useful insights into the significance of considering the dimensions and methods of innovation and technology transfer in agricultural business activities and processes to improve productivity and competitiveness of SSABs.

The study provides some insights into how innovation and technology transfer could be employed by small scale agricultural businesses as critical mechanisms for heightening productivity and competitiveness of these firms to guarantee food security and employment creation for emerging economies.

To the researchers' knowledge, this is one of the pioneer studies to examine the impact of both innovation and technology transfer on productivity and competitiveness of SSABs in two countries in Southern Africa. The study also constitutes a significant contribution to examining serial mediation of technology transfer and productivity of innovation and competitiveness.