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The main objective of the study is to address the lack of sustainability assessments of smart connected health systems in the academic literature by presenting an assessment model to determine the alignment of these systems with the 17 Sustainable Development Goals (SDGs) proposed in the 2030 Agenda.

An evaluation model based on decision analysis is proposed that includes three phases: alignment framework, information gathering and assessment. This model measures the alignment of the connected health system with each of the 17 SDGs, identifying the goals and criteria associated with each SDG that the system achieves to satisfy.

The analysis reveals that the system has achieved more than 24% of the targets among the 17 SDGs. In addition, it identifies four sustainability challenges that the system potentially addresses in relation to the SDGs, providing valuable guidance for researchers and practitioners interested in sustainable health technology development.

The study's results have significant implications for policymakers and stakeholders in the health and technology sectors.

The originality of this study lies in its comprehensive approach to assessing the sustainability of connected health systems in the context of the SDGs, filling an important gap in the existing literature.

This study investigated two key aspects: (1) how a hospital bundles limited resources for preventive care performance and (2) how to develop IS capabilities to enhance preventive care performance.

A case study method was adopted to examine how a hospital integrates its limited resources which leads to the need for resource bundles and an understanding of IS capabilities development to understand how they contribute to the delivery of preventive care in a Malaysian hospital.

This research proposes a comprehensive framework outlining resource-bundling and IS capabilities development to improve preventive care.

We acknowledge that the problem of transferring and generalizing results has been a common criticism of a single case study. However, our objective was to enhance the reader’s understanding by including compelling, detailed narratives demonstrating how our research results offer practical examples that can be generalized theoretically. The findings also apply to similar-sized public hospitals in Malaysia and other developing countries, facing challenges like resource constraints, HIS adoption levels, healthcare workforce shortages, cultural and linguistic diversity, bureaucratic hurdles, and specific patient demographics and health issues. Further, lessons from this context can be usefully applied to non-healthcare service sector domains.

This study provides a succinct strategy for enhancing preventive care in Malaysian public hospitals, focusing on system integration and alignment with hospital strategy, workforce diversity through recruitment and mentorship, and continuous training for health equity and inclusivity. This approach aims to improve resource efficiency, communication, cultural competence, and healthcare outcomes.

Efficiently using limited resources through HIS investment is essential to improve preventive care and reduce chronic diseases, which cause approximately nine million deaths annually in Southeast Asia, according to WHO. This issue has significantly impacted the socioeconomic development of developing countries.

This research refines resource orchestration theory with new mechanisms for resource mobilization, extends IS literature by identifying how strategic bundling forms specialized healthcare IS capabilities, enriches preventive care literature through actionable resource-bundling activities, and adds to HIS literature by advocating for an integrated, preventive care focus from the alignment of HIS design, people and institutional policies to address concerns raised by other research regarding the utilization of HIS in improving the quality of preventive care.

This study assesses performance measurement (PM) system implementation efforts across various organizational contexts and investigates which factors are critical to achieving implementation success (IS).

An empirical field study was conducted to refine a framework of PM system IS that consists of 5 dimensions of success and 29 factors. A survey questionnaire was used to investigate actual organizational practice and exploratory factor analysis was conducted to refine constructs corresponding to potential factors and dimensions of IS. The resulting variables were then investigated using multiple regression analysis to identify critical success factors for implementing PM systems.

The survey was completed by representatives from 124 organizations and the exploratory factor analysis results indicated that there are three underlying dimensions of IS (i.e. Use of the System, PM System Performance, and Improved Results and Processes) and 12 factors. Of the factors, nine can be considered critical success factors having a significant relationship with at least one dimension of IS: Leader Support, Design and Implementation Approach, Reward System Alignment, Organizational Acceptance, Organizational Culture and Climate, Easy to Define Environment, IT Infrastructure Capabilities, PM System Design Quality, and PM Participation and Training.

The results show that there are distinct dimensions of IS and, although some factors are associated with all dimensions, most are more closely related to only one dimension. This suggests that different strategies should be utilized based on the types of challenges experienced during implementation.

Upon the realization of the need for guideline in cross-organizational data integration, in an exploratory manner, this study developed a public data governance framework, specifically, the governance for integrated public data (GIPD) framework and identified the influential factors of its successful implementation. This framework was then subjected to an analysis of a real data integration case in the South Korean public sector to test its efficacy.

To develop the GIPD framework, the authors conducted an extensive meta study, focus group interviews and the analytic hierarchy process involving field experts. Further, the authors performed topic modeling on documents from Korean research and development data integration projects, and compared the extracted factors to those of the GIPD to illustrate the latter's usefulness in a real case.

Legislation, policy goals and strategies, operation organization, decision-making council, financial support size and objective, system development and operation, data integration, data generation, system/data standardization and master data management were derived as the 10 important factors in implementing the GIPD framework. The illustrative case of Korea revealed that decision-making council, financial support size and objective, legislation, data generation and data integration were insufficient.

Although this study reveals important findings, it has a few limitations. First, the potential factors for data governance might vary depending on the attribute of the “interviewee” (such as their career or experience period) and the goal and area of GIPD framework building. Second, the inherent limitation of topic modeling in determining topics from groups of extracted keywords means that topics may be interpreted in various ways, depending on the perspective of the expert.

This study is highly significant in that it provides a starting point for discussions on the issue of data integration among public institutions. Therefore, although this study examined public data governance based on R&D data, it will contribute to providing a sufficient guideline for any type of inter-institutional data governance framework, what to discuss and how to discuss between institutions.

The findings are expected to provide a roadmap to formulate practical guidelines on inter-institutional data cooperation and a diagnostic matrix to improve the existing data governance system, especially in the public sector, from the existing practice of empirical analysis using a mixed methodology approach.

This paper aims to investigate the direct and combined impacts of entrepreneurial orientation (EO) and conservative orientation (CO) on perceived business performance (PBP) of small- and medium-sized enterprises (SMEs) under strategic-hybrid orientation (SHO) theory.

The data collected from the SABI NEO international database has 90 companies in 13 medium-to-high and high-tech activity sectors. The authors used partial least squares structural equation modelling to test the research model.

Business strategies match a SHO that includes both orientations, i.e. EO and CO. Moreover, as expected, the authors found evidence that each orientation produces performance-related sign-opposite significant impacts. Finally, the hypothesis regarding the positive synergistic effect of both orientations (EO and CO) on PBP was also supported.

One stems from the study’s cross-sectional nature, requiring a longitudinal approach. Another one resides in the absence of further examinations concerning multigroup analysis. Another restraint is the limitedness of data, focused on firms with med/high-tech intensity. For last, while the use of results in the initial stages of theory development can be beneficial, it is important to note that such results cannot be simply extrapolated or generalized to other industrial sectors without careful consideration of the contextual factors at play.

This study humbly endeavours to contribute to the finality of SMEs’ more steady and prosperous existence concerning the consciousness of the need to improve labour stability and wage fairness, conditions such as requiring a continuous commitment.

In this study, the authors aimed to investigate the impact of SHO on SMEs’ PBP. To this end, the authors simultaneously used two different strategic orientations (SOs): EO, which is widely studied in the literature, and CO, which has been less researched. The authors also examined their synergistic effects on PBP. The authors’ approach is based on Venkatraman’s strategic orientation of business enterprises model and the comparative paradigm of SOs.

Drawing on the knowledge-based view, this study investigates how IT–business alignment influences business model design via organizational learning and examines the moderating role of data-driven culture in the relationship between IT–business alignment and business model design via organizational learning.

Using multi-respondent survey data collected from 597 Chinese firms, mediation and moderated mediation analyses were used to examine this study's hypotheses.

The mediation test results revealed organizational learning served as a mediator between IT–business alignment and two types of business model design (i.e. novelty- and efficiency-centered). In addition, data-driven culture strengthened the indirect effects of IT–business alignment on these two types of business model design via organizational learning.

This study extends current understandings of the relationship between IT–business alignment and business model design by revealing the mediating role of organizational learning and investigating its indirect effects under various degrees of data-driven culture. As such, it contributes to the literature on the business model and IT–business alignment and provides insights for managers seeking to achieve the expected business model design.

This study aims to develop a cross-level research model to explore the relationship between team-level contextual ambidexterity and employees' enterprise system (ES) ambidextrous use, and the mediating role of user empowerment in and moderating effect of leader–member exchange (LMX) on the relationship.

This study conducted a sequential mixed-methods approach, which included a quantitative survey and a qualitative case study. The survey, administered to 244 employees in 59 groups from a financial institution, analyzed the relationships between contextual ambidexterity and ES ambidextrous use. Furthermore, the cross-level mediation and moderation effects were explored. The case study, involving nine members in three groups from a manufacturing firm, served to reinforce the validity of the survey results.

Team-level contextual ambidexterity can affect ES ambidextrous use directly or through the partial mediator of user empowerment. Furthermore, this study highlights the moderating role of LMX in the relationship between contextual ambidexterity and user empowerment, thereby improving ES ambidextrous use.

This study contributes to the literature by uncovering the cross-level effect of contextual ambidexterity on ES ambidextrous use through user empowerment, thereby extending the ambidexterity perspective and self-determination theory to the ES context. Additionally, this study provides nuanced insights into how to enhance ES ambidextrous use by revealing the moderating role and moderated mediation effect of LMX anchoring on social exchange theory.

In uncertain and emerging conditions, businesses must adopt new strategies to compete and survive the changing and unstable environment. This research seeks to investigate the role of dynamic capabilities in the competitiveness of startups, emphasizing resilience and strategic alignment.

Isfahan Scientific and Research Town has always been a pioneer in the field of science and technology in Iran and is known as the most extensive technology and knowledge-based complex in Iran. The sample size of 300 companies active in the startup field was selected using a simple random sampling method. Questionnaires were collected from the managers of technological startup companies in Isfahan, and the SEM model was used to analyze the data.

This research shows that dynamic capabilities in terms of coordination, flexibility and integration significantly impact competitiveness. Resilience and strategic alignment also increase the organization’s performance and strengthen the organization in gaining a more competitive advantage in the industry.

Finally, dynamic capabilities indirectly affect competitiveness through resilience and strategic alignment. This shows a need for strategic alignment and resilience to change advantage shape in dynamic conditions.

This study aims to examine how different uses of performance measurement systems (PMS) enable or hinder organizational ambidexterity (OA), intended as the simultaneous pursuit of exploitation and exploration.

Following a qualitative research design, we gathered data through semi-structured interviews, observations and reviews of documents at four departments of an automotive firm.

We contribute to operations management research and practice by demonstrating how PMS, which are typically associated with exploitation, can also foster exploration and enable organizations to become ambidextrous. Specifically, we show how PMS can be structured and used in more agile ways and, in relation to innovation, we identify which PM practices should be introduced and with what effects and those that should be avoided. We also contribute to organization theory by highlighting how a single management tool can promote the achievement of both exploration and exploitation.

In investigating PMS uses and their effects, we identify several positive practices. For example, we show how managers can use PMS more effectively and how targets could be deployed to stimulate creativity and innovation. We also emphasize the need for managers to opt more often for team incentives rather than individual ones to encourage the collaboration needed for OA.

We provide in-depth insight into how PM tools affect an organization’s ability to pursue exploitation and exploration, thus contributing to research in operations, innovation and organization theory.

This study aims to propose and examine a conceptual model that shows how green performance measurement systems (GPMS) mediate the relationship between green intellectual capital components and environmental performance.

The research surveyed 407 Vietnamese publicly listed companies to gather empirical data. Then, the exploratory factor analysis (EFA) and structural equation modeling (SEM) are used to examine the degree of emphasis firms place on using GPMS to transform green intellectual capital into firm value.

The results indicate that both green human capital and green organizational capital have a direct positive impact on environmental performance. On the contrary, the influence of green social capital on environmental performance was found to be indirect through the mediation of GPMS.

GPMS can be considered a tool that helps managers renew, develop and synchronize their systems to take advantage of green resources in environmental performance improvement.

The effective assimilation of GPMS within industrial entities holds the potential to mitigate air pollution and hazardous waste, thereby ameliorating social conditions for both employees and the neighboring community. Besides that, proficient implementation of GPMS enhances collaborative efforts within the industrial sphere, yielding collective societal benefits.

This study emphasizes the importance of aligning green intellectual capital with appropriate control mechanisms, such as performance measurement systems, to maximize the benefits derived from these capital resources. The findings provide insights for organizations seeking to enhance their environmental performance and sustainability practices by effectively using their intellectual and social capital while implementing robust measurement systems.