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Resilience has been emphasised by researchers as a probable framework for overcoming challenging circumstances and fostering organisational innovation. Universities have had to shift to a blended learning system which includes online learning. Prior scholars have studied resilience as a reactive aspect which focuses on organisation's ability to bounce back from a downfall. This study aims to establish the antecedent role of resilience capacity which is a proactive ability to preparedly respond to a downfall.

The research adopts an explanatory study design to establish the hypothesised antecedent role of organisational resilience capacity in enhancing organisational innovation. Drawing a sample from Ugandan Universities, hierarchical regression was used to test the role of organisational resilience capacity on organisational innovation. The study also tested the influence of organisational characteristics of ownership, age and size on innovation.

The study findings show that the three dimensions of organisational resilience capacity (cognitive capacity, behavioural preparedness and contextual capacity) significantly enhance organisational innovation. The findings further reveal that ownership has a significant effect on innovation. The results show that organisational size and age do not influence innovation.

The study's conclusions help contemporary managers decide how to set up numerous strategic initiatives to activate organisational resilience towards innovation. To deal with disruption, organisations should use dependable innovation systems and best practices in a robust and adaptable way. Organisational managers ought to integrate the doctrines of resilience into various organisational activities such as training and development and simulation activities, so that organisational managers learn resilience skills to deal with environmental changes.

This research shows how the three dimensions of organisational resilience capacity (cognitive capacity, behavioural preparedness and contextual capacity) influence innovativeness since most studies have been directed to the aspect of resilience (which only focuses on ability to recover from a downfall) as opposed to resilience capacity that relates to the ability of an organisation to successfully absorb disruptive events that may endanger organisation survival, develop situation-specific remedies and eventually evolve in transformative activities. The study further intensively extends the body of knowledge by delving deeper into establishing the influence of the individual dimensions of resilience capacity on innovation.

The purpose of this study is to examine the role of knowledge management practices, organisational commitment and capacity building on employee performance in the hotel industry. This study also investigated the mediating role of organisational commitment and capacity building between knowledge management practices and employee performance.

A quantitative approach and questionnaire survey were used to collect data from hotel employees from Malaysia. Self-administered questionnaires were distributed to collect data from 291 participants, and partial least squares structural equation modelling was used to analyse the hypotheses.

The results of this study confirm that knowledge management practices positively and significantly affect knowledge-employee performance. Employees achieve this performance through the mediating influence of organisational commitment and capacity building culture.

This study offers several implications for Malaysian practitioners and policymakers regarding learning and knowledge management practices in the hospitality industry. The results suggest that organisations can manage knowledge assets and key processes of the organisational environment to create and use knowledge to improve sustainable employee performance through knowledge management practices.

This study sheds light on the knowledge management literature by examining the effect of knowledge management practices on organisational commitment, particularly in the hospitality industry in Malaysia.

The purpose of this study is to investigate the significance and impact of strategic knowledge management (SKM) practices and organisational change capacity (OCC) in improving strategic thinking and strategic orientation in small and medium-sized enterprises (SMEs) and their contribution in overall improvement of entrepreneurial performance.

Quantitative research methodology using partial least square structural equation modelling with data of 296 sample from the target group as managers and owners from various SMEs in the UK has been used in the study.

The findings suggest that SMEs that invest in SKM and OCC are more proficient at adjusting to fluctuations in the business landscape and develop effective strategies that lead to improved entrepreneurial performance. The study provides evidence that SKM encompasses more than just the acquisition and use of information. It also involves the establishment of a learning and innovation culture that facilitates strategic thinking and direction. Similarly, OCC is not just about implementing change but also about developing the agility and flexibility to adapt to market changes, consumer demands and technology.

According to the research, SMEs may boost their entrepreneurial performance and keep a competitive advantage in the modern, dynamic business environment by investing in SKM and OCC. The capacity of SMEs to implement SKM and organisational change should be encouraged and supported by policymakers and practitioners, who should also offer the necessary tools and assistance to do so.

This study offers a valuable addition to the previously published works on SKM and OCC within SMEs. It offers empirical data that highlights the significance of SKM and OCC in fostering strategic thinking, strategic orientation and ultimately, boosting entrepreneurial performance. The study also highlights the challenges faced by SMEs in implementing SKM and OCC and provides recommendations for overcoming these challenges.

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.

The purpose of this study is to investigate the impact of rapid internationalization by emerging-market multinational enterprises (EMNEs) on their innovation performance. It also seeks to identify any potential moderating factors that could influence this relationship.

By analyzing data from listed Chinese MNEs from 2012 to 2022, this study applies a negative binomial regression model to test the research hypotheses.

This study uncovers an inverted U-shaped relationship between the internationalization speed of EMNEs and their innovation performance. It also suggests that strong absorptive, learning and managerial capacities could play positive moderating roles in the effect of internationalization speed on EMNEs’ innovation performance.

This study highlights rapid global expansion, promoting new knowledge acquisition for EMNEs. However, due to time-compression dilemmas with limited EMNE firm-specific advantages, overly accelerated internationalization hinders learning effectiveness. Additionally, this study reveals the critical importance of three firm-specific capacities in EMNEs – absorptive, learning and managerial capacities – in efficiently assimilating newly acquired knowledge from foreign markets and enhancing their innovation performance through rapid internationalization.

The purpose of the present study was to identify the conditions that affect the absorptive capacity (AC) of knowledge, discover its consequences and design an AC paradigm pattern in public academic libraries. To do so, AC was investigated at the levels of individual and organizational learning.

In this paper, to answer the three major questions of this qualitative-survey study, the views of 24 experts were examined using an in-depth semi-structured interview and grounded theory strategy. The data were collected using a nonrandom combined targeted sampling procedure (targeted and snowball) and analyzed based on Strauss and Corbin’s (1998) approach and utilizing MAX Qualitative Data Analysis (MAXQDA) software.

Throughout the grounded analytic stages, 121 open codes were identified. These were distributed around the AC axial category in academic libraries in terms of individual and organizational learning. The 33 axial concepts were then categorized into 16 selective general categories. The paradigm pattern was initially designed to explore the relationships between causal, intervening, strategies, context and consequences conditions. The transition from academic libraries to learning organizations, their increased functional value and the development of their innovation were identified as the consequences of AC development.

This qualitative research is the first in the field of Library and Information Science (LIS) to support AC both theoretically and empirically in terms of learning in academic libraries. This study thus not only addresses a key research gap in LIS but also provides significant insights and direction to interested librarians and researchers.

Drawing on the knowledge-based view and social exchange theory, this study aims to examine how top management support relates both directly and indirectly to employee creativity through knowledge management processes (acquisition and sharing) and absorptive capacity.

Data were collected from 284 academics and researchers working in research centres in Iraq’s public universities to assess their perceptions of management support, knowledge management, absorptive capacity and creativity.

Performing structural equation modelling with AMOS, positive relationships were identified between top management support, knowledge management processes, absorptive capacity and employee creativity. The study findings emphasise the pivotal role of top management support in creating an environment that fosters knowledge acquisition and sharing, and enhancing absorptive capacity, in turn, amplifying employee creativity. Empirical evidence confirming the salient role of knowledge management and absorptive capacity in strengthening employee creativity in the context of Iraqi academia and researchers is presented.

The study shows that knowledge management processes and absorptive capacity mediate the influence of top management support on employee creativity. The premise of absorptive capacity is the individual’s ability to identify, accumulate and assimilate relevant knowledge from external sources and commercialise the gained knowledge.

Societies depend on interconnected infrastructures that are becoming more complex over the years. Multi-disciplinary knowledge and skills are essential to develop modern infrastructures, requiring close collaboration of various infrastructure owners. To effectively manage and improve inter-organizational collaboration (IOC) in infrastructure construction projects, collaboration status should be assessed continually. This study identifies the assessment criteria, forming the foundation of a tool for assessing the status of IOC in interconnected infrastructure projects.

A systematic literature study and in-depth semi-structured interviews with practitioners in interconnected infrastructure construction projects in the Netherlands are performed to identify the criteria for assessing the status of IOC in infrastructure construction projects, based on which an assessment tool is developed.

The identified assessment criteria through the literature and the practitioner’s perspectives results in the designing and development of a collaboration assessment tool. The assessment tool consists of 12 criteria and 36 sub-criteria from three different categories of collaborative capacity: individual, relational, and organizational.

The assessment tool enables practitioners to monitor the status of IOC between infrastructure owners and assists them in making informed decisions to enhance collaboration. The assessment tool provides the opportunity to assess and analyze the status of collaboration based on three categories (i.e., individual, relational, and organizational).

The purpose of this study is to identify the capacity needs of building professionals to deliver environmentally sustainable buildings (ESBs) globally, from a unique systems approach. Through a review of extant literature, this study contributes to knowledge of the global delivery of ESBs by identifying research trends and gaps that can be tackled in future research, and current hotspots in capacity building (CB) research within the built environment (BE). The adopted systems approach to CB postulates that the construction industry is systemized in nature, and thus, CB solutions within the industry should be approached from a systems approach.

A literature search was conducted using the Scopus search engine, augmented by Google Scholar and Web of Science, to produce 54 relevant articles for analysis. The scientometric analysis was undertaken with the use of VOSViewer to better understand the broad literature on CB in the construction industry which would not have been possible with traditional data analysis. The content analysis allowed, for a systematic review of selected articles, to reveal key themes in this study.

Through a content analysis, four levels of CB were identified within the construction industry; individual level, organizational level, industry level and state level. Nine sub-capacities were subsumed under the four identified levels adopted from Potter and Brough (2004), including but not limited to Performance capacity, Workload capacity, Supervisory capacity, Industry Role capacity and Systems capacity. Under each sub-capacity, key questions were posed to aid identify the capacity needs of BE professionals. A framework for identifying capacity needs in the BE is proposed.

The findings of this study serve as a useful reference for practitioners and policymakers to assess their level of commitment to CB efforts for ESB delivery. The findings of this study have revealed that building the capacities of BE professionals to deliver ESBs should be addressed as part of a broader framework, interdependent on the other levels of CB in the systemic construction industry.

As a review study identifying capacity needs for BE professionals to deliver ESBs, this study enhances knowledge of CB within the construction industry.

The purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly improbable, but high-impact events require the upper echelons of management, traditionally the custodians of strategy formulation to offer a new kind of strategic leadership focused on new mindsets, organizational capabilities, more in tune with high uncertainty and unpredictability.

Drawing on strategic leadership, and complexity leadership theory, the authors review the literature and present a conceptual framework for exploring the nature of strategic leadership under uncertainty. The authors conceptualize organizations as complex adaptive systems and discuss the imperatives for developing new mental models for emergent leadership.

Strategic leaders have a key role to play in preparing their organizations for episodic disruptions. These include developing their adaptive capabilities and building resilient organizations to ensure their organizations cannot only bounce back after a disruption but have the capacity for transformation to new fitness levels when necessary. Strategic leaders must engage with complexity leadership by seeing their organizations as complex adaptive systems, reconfigure their leadership approaches and organizations to build strategic adaptive capability.

This is a conceptual paper and the authors cannot make any claims of causality.

Organizational leaders need to reconfigure their mental models and leadership approaches to reflect the new normal of uncertainty and unpredictability. Developing the strategic adaptive capability of organizations should prepare them for dealing with high impact events. To assure business continuity in the face of disruptions requires building flexible, adaptable business models.

The paper focuses on how managers can offer strategic leadership for a new normal that challenges some of our most cherished leadership and strategic management paradigms. The authors explore the new mental models and leadership models in an era of great uncertainty.