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The purpose of this study is to investigate what type of knowledge enhances the frequency of strategic renewal for organizations operating in high velocity environments. It also investigates whether strategic renewal frequency is beneficial, rather than harmful in such environments.

The study followed a two-step data collection process involving pilot interviews and an on-site survey data collection procedure. The authors first conducted face-to-face pilot interviews with 16 fashion retailers lasting 30 min to 2 h. They then tested their hypotheses by using a sample of 152 South Korean fashion retailers, as the fashion industry is a prototypical high velocity environment.

Firms that have a higher rate of strategic renewal frequency outperform those with a lower one. Moreover, the frequency of strategic renewal mitigates the ill effects of lack of legitimacy not imbued by a franchisor’s backing. Finally, firms can increase the frequency of their strategic renewal efforts by accessing knowledge from their main customers more efficiently.

The results of this study provide a refined picture of the role of knowledge acquisition efficiency and strategic renewal frequency in the pursuit of competitive advantage in high velocity environments.

The purpose of this study is to synthesize the literature on the topic of strategic renewal by identifying the key dimensions of extant research and the connections between fragmented research domains.

This study applies systematic literature review to identify the level of consistency and generalizability of research findings across existing studies in a comprehensive manner.

This study identifies six main themes of strategic renewal in the extant literature: (1) antecedents, (2) initiation, (3) logic, (4) structure, (5) process and (6) outcomes of strategic renewal.

By integrating the current streams of research, the review offers a conceptual model of strategic renewal that maps the current state of the research and provide insights into key themes for the future research.

This study, identifies connections between fragmented research domain and offers a conceptual framework of strategic renewal.

This paper aims to systematically review and synthesize existing research on learning-driven strategic renewal and examines the findings to elucidate the dimensions, antecedents, mechanisms and consequences associated with learning-driven strategic renewal, thereby addressing gaps in the existing literature.

This research covers learning-driven strategic renewal from 1992 to 2022, using hybrid snowball sampling techniques and Boolean searches on the Scopus and Web of Science databases to extract 49 papers.

This review proposes an organizing framework for learning-driven strategic renewal, building upon existing literature. The framework identifies various dimensions of the process, including antecedents, mechanisms and consequences. The antecedents are categorized into individual, organizational and external factors. The mechanisms for learning-driven strategic renewal were explored within the context of Crossan’s established 4I framework, which serves as a lens for emphasizing the balance between exploratory and exploitative learning. Within this framework, intuiting, interpreting, integrating and institutionalizing are the four “Is” that guide the renewal process. These mechanisms require a robust system to enforce the prescribed processes effectively, thereby contributing to long-term firm performance and sustainability.

Despite using search terms similar to those in existing literature on strategic renewal, the scope and depth of this study may be limited. Further research may benefit from bibliometric screening or more refined inclusion criteria.

While there has been extensive research into both organizational learning and strategic renewal, no coherent framework links them. This study fills this gap by building a framework that identifies connections between these two concepts, providing valuable insights that may be used to foster successful strategic renewal efforts. The review offers valuable knowledge and understanding of the subject matter, serving as useful guidance for effectively driving renewal initiatives within organizations.

The objective of this study is to evaluate the key issues that how social capital augments the initiation of strategic renewal through the mediating role of entrepreneurial orientation and the moderating role of organizational flexibility. In the context of Small and Medium Enterprises (SMEs) of developing economies, the study developed and tested the theoretical model of strategic renewal for analyzing its major outputs.

This study utilized cross-sectional design and employ quantitative approach. The data were collected from the owner, managers and executive directors of pharmaceutical SMEs of Pakistan. The study used statistical analysis of correlation and regression for the analysis of data.

The study discovered that entrepreneurial orientation mediates the positive relationship of social capital and strategic renewal. Moreover, high organizational flexibility strengthens the association between social capital and strategic renewal of SMEs.

This research contributes to the body of knowledge by providing empirical evidence that how to thrive the mechanism of strategic renewal. The study further provides understanding of the effects of organizational social capital, entrepreneurial orientation and organizational flexibility on strategic renewal.

The purpose of this article is to investigate how ownership structure, especially family and/or venture‐capital involvement, as well as entrepreneurial activities, defined as strategic change and renewal, help explain the involvement of independent members on boards of directors. The CEOs of 2,455 small and medium‐sized, private enterprises from practically all industries were contacted in a telephone survey, resulting in an exceptionally high response rate. The findings reveal that family firms are more reluctant to involve independent directors on their boards than non‐family firms, that presence of venture capitalists increases the frequency of independent board members and that ownership has an impact on board roles. The results do not support the hypothesised relationship that independent directors enhance entrepreneurial activities. One implication of our study is that the often‐argued‐for strategic contribution of outsiders to the boards in family firms may be overemphasised. Another implication is that family firms that choose to acquire additional capital should be aware that this could result in a change in the board composition and the loss of control of the business. However, new and external owners' inclusion on the board seems to be negotiable since there are also venture capitalists that do not insist on board representation.

This paper aims to explore the relationships among several key constructs which link the individual’s motivation for knowledge acquisition to his affiliation with online knowledge networks, to further access the intellectual capital of the network as a prerequisite for organizational achievement.

An online survey with 227 members of higher education and research centers from 30 countries was carried out between July and September 2021. The data were analyzed by means of partial least squares structural equation modeling technique, using the statistics software package SmartPLS 3.0.

Individual motivation to acquire knowledge has a significant influence on the affiliation with online academic networks approached as online knowledge networks. Further, active engagement with the network’s intangible resources leads to a significant harnessing of the three-component intellectual capital, that is, human, structural and relational capital. Human and relational capital is proven to exert a significant effect on organizational achievements, whereas structural capital falls short of reporting a meaningful influence on the dependent variable.

This research adds new knowledge to the capitalization of online knowledge networks and its influence on organizational achievements via intellectual capital.

A novel perspective is advanced in which online knowledge networks are acknowledged as a pivotal bond and nonlinear integrator between the individual level of knowledge fields and organizational knowledge leveraged into organizational achievements.

This study aims to investigate the effects of leadership competences (cognitive, interpersonal, and results-oriented competences) on organizational learning, organizational innovation, and business performance.

Data were collected from owners, chief executive officers, top and middle management teams, and other managers of tourism and hospitality firms in Vietnam. A total of 638 valid responses was collected and processed using PLS-SEM technique.

The findings revealed that only results-oriented competence exerted significant influences on business performance. Organizational learning was affected by all three leadership competences, while only cognitive and interpersonal competences positively affected organizational innovation. The relationships among organizational learning, organizational innovation, and business performance were also confirmed. Moreover, the findings emphasized the mediating roles of organizational learning and organizational innovation in the relationship between leadership competences and business performance. Organizational learning and organizational innovation also acted as a mediator in the relationship between cognitive competence and business performance.

This study provided some suggestions for tourism and hospitality leaders in exhibiting appropriate leadership competences, strengthening organizational learning, and fostering organization innovation to enhance business performance.

Although the topics of leadership competences, organizational learning, organization innovation, and business performance have received a great concern among worldwide academia, there is scarce research examining the relationships among these four phenomena together. This paper is among the first study that offers a comprehensive model of the relationships among these domains.

The purpose of this paper is to focus on an analysis of the evolutionary process experienced by the firm over time, but from the perspective of the role played by the management.

The empirical analysis began with the elaboration of a questionnaire that was directed at a population of Spanish firms. A total of 105 useable questionnaires were received. The first stage in the analysis was to calculate the degree of perceived inertia in each firm, and next we defined two subsamples: inert firms and least inert firms. Finally, we used linear regression analysis and logit analysis to test the hypotheses.

The results of this current research have highlighted the different ways in which the management role proves determinant in the design of the organizational renewal process. At the same time, the results obtained reveal the freedom available to decision‐makers with regards organizational renewal. The results also suggest that the availability of resources may constitute a key element in the organizational renewal.

The cross‐sectional nature of the study renders it vulnerable to some problems, so future studies should measure organizational renewal using longitudinal data and data from multiple sources. In addition, the small sample may foster sample bias and inhibit the generalizability of results.

The attitudes of managers are determinants of the organizational renewal process. Furthermore, the availability of resources may constitute a key element in the renewal, insofar as it can extend the limits of managerial discretion.

The organizational renewal decision is extremely complex because of the diversity of factors on which it depends: environmental changes, imitation, employee attitudes towards changes and particularly the management's attitudes.

The purpose of this study is to investigate how an increasingly intertwined international geography of ownership affects renewal activities and processes, including innovation, in established local companies that have shifted into foreign ownership. The authors develop a framework for the relations between (foreign) ownership and local renewal activities and processes (including innovation). The authors focus on access to resources for renewal, the development of capabilities for innovation and change, and local mandates to pursue renewal. Based on case studies of eight formerly Swedish-owned mid-size manufacturing companies that have shifted into and remained under foreign ownership during most of the 2010s, the authors develop a framework concerned with the relations between (foreign) ownership and renewal activities and processes in local firms.

Multiple intensive case studies of eight previously Swedish-owned mid-sized manufacturing companies to gain qualitative insights into the resource, capabilities and mandates for renewal under new ownership conditions. Empirical data collected primarily through semi-structured interviews and complemented with secondary material, including annual reports (2010–2018), databases, press releases and information on company websites. Empirical data were analyzed thematically to isolate key findings pertaining to renewal. At the core of the analysis process was the gradual creation of a framework that stipulates the relations between (foreign) ownership and firm renewal activities and processes.

The companies are endowed with liberal but conditional mandates to pursue strategic innovation in their original sites and draw on a stronger resource repertoire within their ownership spheres. In comparison to the established international business (IB) literature, the authors add considerations about how local aspects interact with international ones to form global distribution of renewal activities in our time. To economic geographers and innovation scholars, consideration of the local and its importance in renewal activities and processes is certainly not new, but we show how ownership is an important aspect that conditions some of the strategic interactions that companies have with their “outsides”.

Contributes to the burgeoning conversation between IB and economic geography disciplines. Emphasizes a deeper local aspect to the IB literature, partly how companies access resources and capabilities from the ownership sphere at points that suit their renewal efforts and partly the persistence of path-dependent aspects of local companies even as they get acquired by multinationals. Emphasizes ownership and mandate aspects to the literature in Economic geography, which tends to focus on regional/non-regional assets for renewal and innovation. Findings show that the non-regional assets are, in fact, two distinct categories as ownership becomes internationalized: assets within and outside the ownership sphere.

The present study examines entrepreneurship in established firms holistically and critically. The authors start by reviewing previous research and highlight a variety of definitional, conceptual, methodological, contextual, and temporal factors that have been confounding the research. The authors then present a multidimensional framework that specifies a more nuanced picture of the determinants, motives, activities, and consequences of corporate in established firms. Finally, the authors discuss conceptual, methodological, and practical implications, as well as outline future research avenues.