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The purpose of this paper is to explore what organizational adaptability means in the digitized context and to discuss how manufacturing companies achieve organizational adaptability during the digital transformation process.

By conducting semi-structured interviews and acquiring archive data from a typical Chinese manufacturing company, this paper gathers extensive data. Based on this, a single-case study methodology is used to investigate organizational adaptability in digital transformation.

This study identifies the process by which companies achieve organizational adaptability during digital transformation and deconstructs organizational adaptability into three dimensions: structural adaptability, operational adaptability and governance adaptability. This study also explores how organizational adaptability is affected by digital capabilities.

This study proposes a process model to demonstrate how organizational adaptability may be attained during digital transformation and redefines organizational adaptability in the context of digitization.

Adaptability studies in the literature include repetitive models and completely independent new model proposals. As a result of the evaluation of these studies, the lack of analysis studies based on a certain algorithm was determined. In this context, in this study, existing models are evaluated in order to contribute to future studies in the context of adaptability. This study is presented as a guide for new studies in the context of adaptability.

In the study, first of all, the change of the concept of adaptability in the historical process was investigated by literature review from 1958 to the present. Then, a comparative analysis of the existing adaptability models used in architecture between the years 2007–2020 was made in the context of the main and sub-criteria obtained in the literature research.

In the study, the concept of adaptability, the definition of building adaptability and the analysis of adaptability models were examined and findings were obtained under three main headings. The definition of adaptability takes place in the literature on a multidisciplinary scale. In the definition of adaptability, it should cover not only structural but also functional, economic, technological and performance-oriented strategies applied to structures. Although the theories examined within the scope of building adaptability are seen as a guide for future studies, they should be supported by examples that can be applied in a global context. In the study, 7 adaptability models determined by a semi-systematic literature review were analyzed. The matrices of the models based on the adaptability sub-criteria are discussed in the context of scenario, physical life, openness, physical use, barriers and obsolescence. The data obtained is a guide for the models to be used in the future within the scope of adaptability.

This study presents a semi-systematic analysis of the studies in the literature on the adaptability of structures. In this context, the study serves as a guide for adaptability models to be designed in the future.

The integration of information and communication technologies in a business context is currently an unquestionable strategic demand; however, companies do not always reveal identical information technology (IT) adoption levels. This paper addresses the manager’s attitude toward technology and the organizational structure as factors that may influence technological integration in a business context. The relationships among these variables are tested with a sample of Portuguese companies. Results support the hypothesis of manager’s attitude toward technology having an influence over the IT adoption level. However, the organizational structure adaptability seems not to have any influence on that same level. The results are discussed in light of current theory. This paper aims to highlight the important role of psychological and structural determinants in new technologies adoption processes in modern organizations.

Most buildings are hardly ever technically equipped to adapt to ever changing user demands. Adaptability of building components is known as an essential technical aid to facilitate flexible use. However, for designers and developers it is very difficult to foresee how design decisions related to flexible use effect the efficiency of the technical system, especially when adaptations have to be realized in the future. Due to the large number of variables and interrelations, a structured approach is indispensable to translate (future) user demands into technical solutions for flexible use. Therefore, the purpose of this paper is to present a novel method that can assist designers to systematically find suitable measures for flexible use. This method, named comparative selection method for adaptability measures (CSA method), is developed specifically to impartially select and compare adaptability measures.

The CSA method is principally based on a performance approach, where technical solutions are compared and matched to performance requirements. To accomplish that, specific tools and theories were transferred from industrial product development. The CSA method displays the benefits of lifespan-oriented design, since a distinction is made between initial, once occurring effects and the effects that come with each expected adaptation.

In contemporary building practice the initial phase is critical for decision making. By a number of case studies, the application of the CSA method reveals that tailor-made solutions with a high degree of adaptability are in fact the most efficient for the long term. Hereby the view is confirmed that a lifespan-oriented approach in design decisions is essential for a sustainable and future-proof building stock.

The CSA method is a newly developed and unique support tool that assists in optimizing flexible building design through the search for best fit adaptability solutions.

To reconceptualize the organizational environment in a comprehensive manner, it is important to specify not just the velocity but also other aspects of turbulent environments. Concurrently, the purpose of this paper is to also propose that organizational adaptability and, particularly, the speed of adaptations are critical to moderate the impact of turbulence in the environment on organizational performance.

This paper uses a conceptual methodology to fully specify turbulent environments and commensurate managerial response appropriate for such environments. Based on a perspective borrowed from the field of fluid dynamics used to specify the phenomenon of turbulence, the authors develop a conceptual model with research propositions. Four dimensions that describe turbulence in fluid flow when applied metaphorically offer a comprehensive view of the organizational environment.

An extreme, unanticipated, sudden onslaught resulting in a prolonged disrupted environment such as during the recent coronavirus crisis is best characterized as having caused turbulent environmental conditions. Management theories have addressed disruptions as high-velocity environments in the context of rapid changes in information technology. With a broadened conceptualization of the organizational environment to better capture extreme disruptions, the authors provide a comprehensive model appropriate for turbulent environmental conditions and offer research directions for scholarly pursuit.

This paper provides a new perspective from the physical sciences to better conceptualize organizational environments during extreme disruptions such as in turbulent environmental conditions.

To coordinate humanitarian organisations with different mandates that flock the scenes of disasters to save lives and respond to varied needs arising from the increased number of victims is not easy. Therefore, the level at which organisations self-organise, network and adapt to the dynamic operational environment may be related to inter-organisational coordination. The authors studied self-organisation, organisational networks and adaptability as important and often overlooked organisational factors hypothesised to be related to inter-organisational coordination in the context of humanitarian organisations.

The study’s sample consisted of 101 humanitarian organisations with 315 respondents. To decrease the problem of common method variance, the authors split the samples within each humanitarian organisation into two subsamples: one subsample was used for the measurement of self-organisation, organisational network and adaptability, while the other was for the measurement of inter-organisational coordination.

The partial least square structural equation modelling (PLS-SEM) analysis using SmartPLS 3.2.8 indicated that self-organisation is related to inter-organisational coordination. Organisational network and adaptability were found to be mediators for the relationship between self-organisation and inter-organisational coordination and all combined accounted for 57.8% variance in inter-organisational coordination.

The study was cross sectional, hence imposing a limitation on changes in perceptions over time. Perhaps, a longitudinal study in future is desirable. Data were collected only from humanitarian organisations that had delivered relief to refugees in the stated camps by 2018. Above all, this study considered self-organisation, adaptability and organisational networks in the explanation of inter-organisational coordination, although there are other factors that could still be explored.

A potential implication is that humanitarian organisations which need to coordinate with others in emergency situations may need to examine their ability to self-organise, network and adapt.

Social transformation is a function of active social entities that cannot work in isolation. Hence, for each to be able to make a contribution to meaningful social change, there is need to develop organisational networks with sister organisations so as to secure rare resources that facilitate change efforts coupled with the ability to reorganise themselves and adapt to changing environmental circumstances.

The paper examines (1) the extent to which self-organisation, adaptability and organisational networks influence inter-organisational coordination; (2) the mediating role of both adaptability and organisational networks between self-organisation and inter-organisational coordination in the context of humanitarian organisations against the backdrop of complex adaptive system (CAS) theory.

To address how organizations should be malleable, the purpose herein is to draw on complementarity theory to examine the interaction effect of customer integration (i.e. coordination) and shared relationship governance (i.e. cooperation) on supply chain adaptability and firm's performance.

A survey research design is adopted to collect primary data from 177 automotive components suppliers. After assessing the measures' psychometric properties, the hypothesized relationships are evaluated using hierarchical regression analysis supplemented by structural equation modeling and complementarity test.

In the context of industrial markets, and specifically the automotive component industry, a complementary interaction effect is found between coordination and cooperation. The complementary impact was significant in affecting the supply chain adaptability and the firm's performance. Our results refine the existing supply chain integration by highlighting the complementary effect of coordination and cooperation.

Understanding the true interaction effect between cooperation and coordination to develop supply chain integration avoids decision-makers' misperception over or underinvesting in activities. This research also provides key insights on the complementary effect of coordination and cooperation to establish structural flexibility in the supply chain and the ability to respond to the disruptions, such as the COVID-19 pandemic.

Understanding the true interaction effect between cooperation and coordination to develop supply chain integration avoids decision-makers' misperception over or underinvesting in activities. The implications for theory and practice are also presented.

The purpose of this study is to investigate how managers' abilities to design and implement organizational change initiatives affects supply chain (SC) responsiveness. Extant research focuses on specific process and resource options to address responsiveness, with only limited reference to managers' capabilities in adapting to new organization designs that organize processes and resources. Consequently, organizational theory that characterizes the implications of developing and implementing various designs is ignored. The study directly leverages organization adaption, organization design and the dynamic managerial capabilities literature to address the question of how to improve SC responsiveness.

Qualitative data are used to identify specific dynamic managerial capability constructs, as well as the expected relationships depicted in our conceptual model. The authors test these relationships using quantitative survey data collected from 199 SC leaders.

The authors find that capabilities in organization design, functional leader negotiations and workforce communications foster SC responsiveness via improved structural adaptability (SA). The findings explain how and when organization design actions impact SA and responsiveness, and more importantly, why managers should invest in developing a workforce communication capability as the foundation for organizational adaptability.

By applying organization adaption, organization design and dynamic managerial capabilities concepts, the research expands the existing study of responsiveness in the SC organizational context.

The aim of the study was to examine the role of collaborative approaches (productive collaboration, collaborative innovation and collaborative risk management) in disaster risk situations. Thus, the study focused on the effect of productive collaboration and collaborative innovation on collaborative risk management, and the effect of collaborative risk management and collaborative innovation on adaptability.

Data were collected from nongovernmental organizations (NGOs). The Covariance Based Structural Equation Modeling software was used to obtain results on the influence of productive collaboration and collaborative innovation on collaborative risk management, the influence of collaborative innovation on adaptability and the influence of collaborative risk management on adaptability.

Findings indicated that both productive collaboration and collaborative innovation influence collaborative risk management, and both collaborative innovation and collaborative risk management influence adaptability.

The study mainly focused on the NGOs eliminating the government, beneficiaries and other actors that may be involved in disaster risk situations. The research has implications to decision makers in government, NGOs and other actors concerned with disaster risk management.

Countries worldwide are focusing on collaborative innovation and productive collaboration in addition to collaborative risk management to respond to epidemics and natural disasters. Despite the relevance of the collaborative initiatives, empirical research explaining the relevance of the variables to adaptability of actors during epidemics or natural disasters is still lacking.

The purpose of this study is to analyze the moderating effect of adaptability on the relationship between cognitive social capital and innovation capacity in companies in the tourism sector. The study aims to contribute to a better understanding of the direct and indirect linkage generated between these variables.

The research was designed under the quantitative approach, and an empirical study was carried out by applying a questionnaire to 300 companies located in Arequipa, Perú. Data processing was conducted using partial least squares structural equation modeling using Smart PLS software.

The results demonstrate the existence of a positive and significant direct relationship between cognitive social capital and innovation capacity. Furthermore, it was found that adaptability moderates this relationship, improving the results. The study shows that shared goals and culture facilitate the transfer of knowledge, which allows the exploration of new opportunities, and that the accommodation of business resources enables companies to respond quickly to new market requirements, promoting the capacity for innovation.

Organizations operate in an environment of intense competition. Therefore, developing the capacity for innovation is essential to stay competitive. Managers must strengthen cognitive relationships by sharing objectives and culture with their contacts, in addition to developing the ability to respond to market changes. This will stimulate the creation of new products and services.

This document adds value to the literature on social capital and innovation, demonstrating the importance of adaptability and its moderating effect on the relationship between cognitive social capital and innovation capacity. This has not been explored before. The research shows how these three variables act synergistically in a model, improving results, which is essential to achieve the competitiveness of companies in the tourism sector of an emerging country.