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This study aims to explore how student recruitment practitioners at regional Australian universities strategise student recruitment efforts in Thailand. There is scarce research addressing regional universities, with prior studies focusing on metropolitan universities. Similarly, most prior studies have focused on high-volume markets, with little research exploring emerging markets such as Thailand.

Semi-structured interviews were conducted with student recruitment practitioners from regional universities that were responsible for recruiting Thai students. Thematic analysis was conducted to identify key themes.

Regional universities lack strategic ambidexterity in their approach to recruiting international students. They viewed Thailand as requiring longer term investment and were unwilling to dedicate their limited resources towards developing this market at the expense of other markets that would yield enrolments to contribute towards short-term targets.

Implications are provided with relevance to the student recruitment practitioner, with strategic ambidexterity discussed.

The paper fills a gap in the research by exploring international student recruitment and contextualising both regional universities and Thailand as a recruitment market. This study provides useful considerations that may be relevant to other emerging markets.

Recent technological turbulence stemming from Industry 4.0 provides managerial opportunities and challenges simultaneously. In this context, the purpose of this study is to explore the role of technological opportunism on innovativeness and discover the impact of innovativeness on new products performance in international markets.

To empirically test the hypotheses, the authors have collected survey data from 237 Korean exporting firms and applied structural equation modeling.

Empirical results indicate that technological opportunism, which represents technology sensing and responding capability, has a positive and significant influence on both exploratory and exploitative innovativeness. Also, explorative and exploitative innovativeness have positive and significant effects on new product performance in international markets.

This study highlighted the importance of technology sensing and responding capabilities to capture emerging opportunities, which may arise from Industry 4.0 technologies. In addition, sensing and responding capabilities will help a firm create a culture that values innovative proclivity, and in turn, will lead to superior new product performance in international markets.

Despite extensive scholarly interest in Industry 4.0, previous studies have neglected to address the potential impact of Industry 4.0 within the domain of new product development and its performance. Also, there have been several calls from the literature to address the managerial and strategic issues surrounding the Industry 4.0 phenomenon. In this study, the authors attempted to fill the research gaps in Industry 4.0 research studies through empirical examination.

Facilities management (FM) as a strategic management tool has been an attractive research topic among scholars and practitioners alike for decades. The primary purpose of this paper is threefold: to assess the extent of use of FM roles (strategic, tactical and operational); to examine user satisfaction of service quality performance; and to analyse the influence of FM roles on service quality performance using data from Nigeria’s banking sector.

Relying on exploratory cross-sectional survey, 350 copies of a structured questionnaire were purposively distributed to senior management staff, bank staff, FM supervisors and bank customers in Lagos, Nigeria. One hundred and forty valid responses were returned to give a response rate of 40%. Data collected were analysed using descriptive, Spearman rank correlation and Kruskal–Wallis tests.

It was discovered that strategic facilities planning, IT planning strategy and real estate decisions are the most important FM roles at the strategic level; resource management, data control and planning change at the tactical level; and implementations, building operations and emergencies at the operation level. Findings equally revealed that visual appealing of materials associated with services (tangibles), insisting on error-free records (reliability), willing to help (responsiveness), having the knowledge to answer questions (assurance) and giving individualised attention (empathy) were the most important service quality performance indicators. Furthermore, the study revealed that strategic FM roles significantly influenced tangibles, reliability and responsiveness of staff and the services. Besides, tactical FM roles significantly influenced all service quality indicators except assurance, while operational FM roles had significant influence on tangibles, responsiveness and empathy.

To the best of the author’s knowledge, this study has provided first ever insight into the extent of FM strategic roles in the banking sector and influence of FM roles on service quality performance.

The aim of this study is to identify organisational capabilities (OC) for a successful digital transformation (DT) and associated structures of internal teams to orchestrate and support DT.

An explorative, qualitative study, comprising semi-structured interviews with 82 executives from 43 diverse National Football Associations (NFA) spread across five continents was conducted.

The results show that organisational culture, strategic sensitivity, up-to-date ICT-infrastructure, a digitally skilled workforce, leadership support, knowledge management and internal DT-teams are important capabilities to enable successful DT.

Due to the different levels of maturity of digitalisation and the financial constraints, not every NFA intends or is able to assign a full-time staff member exclusively to digital issues. Therefore, the most appropriate person was interviewed in each NFA.

Adapting an organisational culture to the requirements of the digital age is one of the most important steps in implementing DT. It is equally important for the leadership to form the strategic framework and enable the necessary training of employees to improve the results of the digitalisation processes.

This is the first study investigating NFA's DT from a worldwide perspective, identifying the most important factors for successful DT-processes.

Drawing upon a systematic literature review in new technology, innovation transfer and diffusion theories, and from interviews with technology leaders in digital transformation programs in the US Oil & Gas (O&G) industry, the authors explore the relationships among O&G industry dynamics, organization's absorptive capacity and resource commitment for new digital technology adoption-implementation process.

The authors employed the empirical survey method to gather the data (a sample size of 172) in the US O&G industry and used structural equation modeling (SEM) to test the measurement model for validity and reliability and the conceptual model for hypothesized structural relationships.

The results provide support for the study’s causal model of adoption and implementation with positive and direct relationships between the initiation and trial stages, between the trial stages and the evaluation of effective outcomes and between the effective outcomes and the effective implementation stages of digital technologies. The results also reveal partial mediating relationships of industry dynamics, absorptive capacity and resource commitment between respective stages.

Based on the current study's findings, managers are recommended to pay attention to the evolving industry dynamics during the initiation stage of new digital technology adoption, to utilize the organization's knowledge-based absorptive capacity during digital technology trial and selection stages and to support the digital technology implementation project when the adoption decision of a particular digital technology has been made.

The empirical research contributes literature on digital technology adoption and implementation by identifying and demonstrating the importance of industry dynamics, absorptive capacity and resource commitment factors as mediating variables at various stages of the adoption-implementation process and empirically validating a process-based causal model of digital technology adoption and a successful implementation project that has been missing in the current body of literature on digital transformation.

This study explores the mediating role of marketing management in the relationship between online presence and product innovation among Small and Medium Enterprises (SMEs).

The sample comprises 205 Costa Rican SMEs collected by the Global Competitiveness Project during the first half of 2019. The data were analyzed using a two-stage modeling strategy for ordinary regression models to analyze mediation effects.

Marketing management as a strategic resource or capability accounts for the relationship between online presence and product innovation performance in SMEs, meaning that online presence resources require complementary organizational capabilities in marketing management to enhance product innovation.

This study, grounded in the resource-based view theory, contributes to the innovation field by identifying marketing management capabilities as an intermediate strategic interaction between online presence and product innovation performance in SMEs. Thus, managers should recognize the advantages of integrating marketing management principles and tactics into online presence tools to realize the value of their products by tailoring them to their client’s needs.

This study aims to examine and discuss the importance and benefits of Open Innovation (OI), Transformational Leadership (TL), Innovation Strategy (IS), Creative Climate (CC), Radical Innovation (RI) and Sustainable Competitive Advantage (SCA) for small and medium-sized enterprises (SMEs) in Dubai. This work also examines the mediating impact of future foresight drivers (FFD) on SMEs' SCA. The study provides a theoretical framework for enhancing SMEs' organizational performance and highlights the need for future empirical research.

The study uses a systematic literature review (SLR) approach and a bibliometric analysis approach to collect, examine and analyze data from previous research on OI, TL, IS, CC, RI and SCA. This work evaluated 110 publications from separate scholarly databases, Scopus and Web of Science (WoS).

The study finds a positive relationship between OI, TL, IS, CC, RI and SCA and that future empirical research is needed. While there is limited information on the impact of these concepts on SMEs in the Middle East and especially in Dubai, the study presents new concepts to be debated. The study provides a vital tool for businesses to improve their performance by adopting OI, TL and IS and analyzing their present competitive status to develop new strategies and build competitiveness.

The originality of this study lies in its contribution to understanding the relationships among OI, TL, IS, CC and RI and their impact on SMEs' SCA in Dubai. By emphasizing the importance of OI, TL and IS in improving SMEs' performance and competitiveness, this study provides valuable insights for SME managers seeking to enhance their organizations' sustainability and long-term success. The review also identifies a gap in the literature regarding the impact of these concepts on SMEs in the Middle East, emphasizing the need for further research in this area.

Taking a co-creation perspective and integrating knowledge-based and resource-based perspectives, the authors examine the role of customer participation in organizational performance and project success. The authors also investigate the mediating role of knowledge integration and the moderating role of requirement risk for these relationships in uncertain contexts.

The authors undertook two studies. The first study was carried out in 2018 in which the authors drew on survey data from 150 information technology (IT) sector employees and examined the mediating role of knowledge integration in the relationship of customer participation with organizational performance and project success. In the second study undertaken in 2020, the authors drew on data from 92 IT and telecom sector employees and examined the moderating role of requirement risk in the relationship between customer participation and knowledge integration. Study 2 was conducted during the COVID-19 pandemic when employees were largely working from home and were more sensitive to risks and uncertainty about the scope and system requirements. Both studies were survey-based, and analysis was carried out using structural equation modeling.

The authors’ two-study examination indicated that knowledge integration positively mediates the relationship of customer participation with organizational performance and project success during the co-creation process. Furthermore, the authors demonstrate that when requirement risks are high, customer participation relationship with knowledge integration is weaker.

The authors show that integrating customer knowledge is critical to project success and organizational performance. By identifying risk uncertainties and environmental contingencies, the authors highlight the constraints of customer participation for knowledge integration, organizational performance and project success. The authors provide some key study findings based on survey data obtained from project teams during two periods (normal and pandemic).

This study aims to unveil the impact of strategic renewal and its implications on employment during the COVID-19 pandemic. It explores the role of strategic renewal in mitigating the adverse effects of crises, fostering organizational adaptation and restructuring capabilities. Additionally, it examines the moderating effect of familiness on understanding the strategic renewal process and its importance to family firms during times of crisis.

The study utilizes data from the STEP Project Global Consortium, which collected information from 3,026 family firms operating in 75 countries and various sectors during the pandemic. Structural Equation Modeling was employed to test the authors' research hypotheses.

The authors' results reveal that strategic renewal significantly impacted employment growth during the COVID-19 pandemic of family firms. Strategic renewal plays a crucial role in mitigating the negative effects of that crisis on employment by helping firms adapt and restructure their capabilities. The study also found that synergies among family members positively influenced innovation in organizational resilience and enhanced the positive effects of strategic renewal on employment growth.

This study contributes to the literature by emphasizing the importance of strategic renewal of family businesses during the COVID-19 pandemic. It offers insights into mitigating vulnerability risks amidst crises and adds to the understanding of the strategic renewal process and its implications for the organizations. The findings hold theoretical implications for the field of strategic management and provide valuable insights into the unique challenges and opportunities faced by family firms in uncertain environments.

The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-11-2022-0771

This study aims to conceptualize and measure strategic leadership capabilities within research and development (R&D) teams pursuing high-tech innovation at public-funded R&D organizations in India.

A rigorous five-stage multi-method approach defines, conceptualizes and validates the core construct “strategic leadership capabilities for innovation” (SLCI). The first stage correlates the insights generated from theoretical analysis and expert opinions on the importance of leadership for innovation. The second study identifies a three-dimensional factor structure underlying the SLCI construct and the third validates it through a confirmatory factor analysis. Replication provides additional validation.

SLCI emerges as a three-dimensional construct with sub-dimensions: dynamic envisioning, ambidextrous resource utilization and empowering support for innovation.

Conceptualization of the SLCI construct and its measurement through a 15-item scale that has been empirically validated in the public-funded R&D organizations in India.