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Our paper explores the integration of generative artificial intelligence (GenAI) into organizations' innovation and new product development processes, focusing on when and how to trust AI-generated outcomes in this context. We propose a framework to assess the level of trust required based on task-specific needs and the distinction between general and expert AI models. While inaccuracies in GenAI outputs can foster creativity during ideation, higher accuracy, and trust are essential for tasks requiring domain-specific expertise. The paper concludes by discussing the necessary human capabilities and organizational strategies for effectively deploying GenAI in innovation management. [ABSTRACT FROM AUTHOR]

In the context of high-quality development and the digital age, digital technology-enabled construction projects have become the only choice to promote organizational capabilities and innovation. However, the micro foundation of the organizational capabilities of construction projects has not been clarified, and its formation path is even less clear. This paper focuses on the characteristics of the times when digital technology and engineering construction are deeply integrated, conducts in-depth research on typical projects in the context of digital construction, and uses the qualitative research method of grounded theory to explore the antecedents of the formation of organizational capabilities. The results of the study establish a systematic antecedent model framework, including value integration, data traction, resource integration, technology integration, digital collaboration, and digital routines, and find out the "black box" process of the formation of construction project organizational capacities under the digital construction context. The conclusion of this study provides a theoretical basis and practical enlightenment for the construction of organizational capabilities of construction projects to cope with technological turbulence. [ABSTRACT FROM AUTHOR]

Increasing R&D investments in green hydrogen promise to shape the global energy value chain and transform the nature of energy markets and industries, and the way firms organize their operations, as well as how and where they compete. China is emerging as the most competitive market in green hydrogen since it holds a huge number of family patents in this area while investing massively in hydrogen production. However, capturing value from these R&D investments requires Chinese companies to undergo transformations and effective commercialization, raising a series of questions prompting them to rethink their global strategies and capabilities. These changes will have critical implications for strategic management and international business research. In this article, we propose a conceptual framework that provides a strategic view of green hydrogen technology, including managerial processes and capabilities that support Chinese companies in exploiting green hydrogen innovations and their impact on regional clusters and international collaboration. We also discuss what firms' capabilities are crucial to deploy effectively green hydrogen technologies in terms of costs, resilience and risks. We elucidate how this new energy landscape shapes the extant strategic management and international business literature and how future research can push it further along. [ABSTRACT FROM AUTHOR]

This study examined the relationship between organizational capabilities and resilience of small and medium-sized construction firms in Ghana. It emphasized that innovation would mediate the relationship between organizational capabilities and construction firms' resilience, and environmental factors would moderate the relationship between organizational capabilities and construction firms' resilience. A descriptive survey research design was adopted. The population of the study consisted of management members of construction firms. The convenience sampling technique was used for selecting and reaching out to the sample respondents. A closed-ended questionnaire was used to elicit data from the respondents. Data from 261 respondents were collected and analyzed. The study found a significant positive relationship between organizational capabilities and firms' resilience; a significant positive relationship between organizational capabilities and firms' innovation; and a significant positive relationship between innovation and firms' resilience. Furthermore, it was found that innovation wholly mediates the relationship between organizational capabilities and firms' resilience; and environmental factors partially moderate the relationship between organizational capabilities and firms' resilience. It was concluded that for small and medium-sized construction firms to grow and become resilient to various turbulences, there is a need for them to strengthen their capabilities, innovativeness, and environmental factors. [ABSTRACT FROM AUTHOR]

Responsible Business Model Innovation is increasingly becoming a relevant challenge in academic research and business practice, mainly in the Asian context. Changes in business models are widely acknowledged as a key strategy for achieving long-term innovation. However, little is known about the design journey of Responsible Business Model Innovation. By applying the knowledge-based view and stakeholder theory, this paper introduces the founding pillars of Responsible Business Model Innovation, namely: Corporate Social Responsiveness, Inclusiveness, and Reflective Knowledge Exchange. Based on the analysis of extended bodies of literature published between 2011 and 2021 on business model innovation, sustainability innovation, stakeholder theory and responsible innovation, the article explores the state of the art of business ethics and dynamic capabilities in Asian organizations. Findings show that recent research in the field of sustainability and ethical values are improving the impact on business models, thus encouraging the advent of Responsible Business Model Innovation. This article contributes to the emerging field of responsible innovation and offers novel theoretical and practical implications for academy and practitioners, including a first attempt to develop a road map to be followed to achieve of sustainable and ethical values for business and society at large. [ABSTRACT FROM AUTHOR]

The aim of the article is to study and systematize approaches to the development of a strategy for sustainable development of an economic entity, taking into account the resource potential of the economic entity and factors of possible external influence. The article analyzes the existing variants of approaches to the formation of the strategy of the economic entity for its long-term competitiveness in the market, draws conclusions about the advantages and disadvantages of each variant. Based on the integration of resource and market approaches to strategic planning, the authors specify the stages of formation of the strategy of sustainable development of the economic entity, specify the concept of «strategic potential of an economic entity», which proposes to include its internal potential and resistance to the influence of external factors. It is proposed to supplement the diagnostic stage of strategic planning with a sub-stage of identifying resistance of the economic entity to external influences, which has not even been allocated by researchers before. It is proved that the identification of the objective position of the economic entity and the decision on the choice of further direction of its development largely depends on the quality of the carried out analysis. This peculiarity is due to the proposed resource-market approach to strategic planning. Further on, a research of the problem of quantitative assessment of the value of the strategic potential of the economic entity has been made. Based on the results of the research, an integral indicator and a general methodical approach to assessing the strategic potential of the economic entity have been formed, taking into account the definition of its internal potential and resistance to the external environment, which is proposed to be included in the development of a strategy for sustainable development of any economic entity to ensure the long-term direction of its development.

In the context of high-quality development and the digital age, digital technology-enabled construction projects have become the only choice to promote organizational capabilities and innovation. However, the micro foundation of the organizational capabilities of construction projects has not been clarified, and its formation path is even less clear. This paper focuses on the characteristics of the times when digital technology and engineering construction are deeply integrated, conducts in-depth research on typical projects in the context of digital construction, and uses the qualitative research method of grounded theory to explore the antecedents of the formation of organizational capabilities. The results of the study establish a systematic antecedent model framework, including value integration, data traction, resource integration, technology integration, digital collaboration, and digital routines, and find out the “black box” process of the formation of construction project organizational capacities under the digital construction context. The conclusion of this study provides a theoretical basis and practical enlightenment for the construction of organizational capabilities of construction projects to cope with technological turbulence.

Companies around the world are facing global challenges, such as internationally interwoven crisis situations and conflicts, climate change, the effects of the COVID-19 pandemic, and technological disruptions. While the UN has developed a global agenda (namely, the SDGs) to drive sustainability, at a political and economic level, global players seem to have a rather heterogeneous understanding of the situation. How can companies successfully adapt to the resulting turbulent market environments? Design Thinking, a method for finding answers to complex and wicked problems, is experiencing a renaissance wherein it is being used not only as a tool for product innovation but also for organizational and strategic transformation. By incorporating the principles of Industry 5.0 into company visions and integrating Design Thinking and ecodesign at the level product innovation, Design Thinking can help strengthen the adaptability of companies and create sustainable innovations in these VUCA environments. However, the factors that are necessary to realize the full potential of Design Thinking for sustainable business transformation remain unclear in science. This paper presents a case study that shares key factors, including a company DNA that consists of a targeted orchestration of diversity and the company's Love–Trust–Do mantra that, in combination, work transnationally in the company organization and can utilize the full potential of Design Thinking to foster sustainable innovation and thus strengthen the company's resiliency in times of VUCA. [ABSTRACT FROM AUTHOR]

Given the growing concern about environmental degradation in tourist destinations, hotel companies are implementing new capabilities to counteract the damage caused and improve their sustainable practices. The objective of this research is to analyze the effect of innovation on sustainability practices from an environmental approach, from the perspective of hotel workers in the Riviera Maya, Mexico. The study is based on a quantitative approach of non-experimental, cross-sectional, and explanatory design. The technique used was Partial Least Squares Structural Equation Modeling (PLS-SEM), considering a sample of 386 employees of hotels. The results show that environmental innovation has a significant and positive effect on environmental sustainability. It is concluded that hotels should direct their efforts towards the development and implementation of strategies to improve their capacity for innovation and sustainability in environmental terms. [ABSTRACT FROM AUTHOR]

This study investigates the inbound internationalization of small and medium-sized enterprises (SMEs). Inbound internationalization refers to a process of internationalization where firms attract foreign customers to their home market instead of entering foreign markets. While a plethora of studies have documented outward firm internationalization, knowledge of inbound internationalization is limited. We draw on the dynamic capabilities perspective and conduct qualitative research with owner-managers of tourism and hospitality SMEs. Our findings show that both managerial and organizational capabilities (networking, marketing, technology, and innovation) drive inbound internationalization. We contribute to the SME internationalization literature by investigating an underresearched phenomenon and by identifying the operational and dynamic capabilities that drive inbound internationalization. Furthermore, we add to the capability perspective in an international business context by showing that managerial and organizational capabilities complement each other and jointly influence inbound internationalization. Our study also contributes to the international business literature in a Latin American context. [ABSTRACT FROM AUTHOR]

Most social enterprises (SEs) face constant challenges to scale up their social impact, especially for those in transforming societies such as China, where the ecosystem of SEs is still immature. Previous literature has examined how and why SEs select specific scaling strategies; however, the scaling performance of different scaling strategies has rarely been empirically explored. Therefore, this study takes a hypothesis‐testing quantitative approach, for the first time, to investigate how different scaling strategies contribute divergently to scaling performance and how their contributions are subject to the moderating role of SEs' organizational capabilities. The findings show that the three types of scaling strategies positively contribute to scaling performance, and the magnitude and significance of their influences descend from knowledge dissemination, through organizational growth, to contractual partnerships. Meanwhile, when SEs have a higher level of stakeholder engagement capabilities or strategic management capabilities, knowledge dissemination has a stronger effect on scaling performance. Conversely, when SEs have a lower level of marketing capabilities or strategic management capabilities, organizational growth has a stronger effect on scaling performance. These results offer practical implications, suggesting that SEs selecting knowledge dissemination as a scaling strategy should prioritize advancing their stakeholder engagement capabilities and strategic management capabilities. [ABSTRACT FROM AUTHOR]

In contrast with for-profit companies, many "multiaudience" organizations, such as universities, hospitals, and nonprofits, receive revenues not just from customers but from third-party funders. This distinction is most stark in donative nonprofits that receive all of their funding from noncustomers and have long been perceived to underperform because of persistent underinvestment in organizational capabilities. In this paper, we explore how the need to manage funder perceptions influences how managers allocate resources to investment in organizational capabilities versus programmatic spending. We develop a model of capability dynamics based on fieldwork with six nonprofit organizations that incorporates the mechanism of reputation management. We argue that difficulties communicating the impact of nonprofits to donors often leads managers to instead focus on the amount of work being done, creating a bias toward programmatic spending. Analyzing our model, we show that a capability tipping threshold exists: for nonprofits with low capabilities, it is boundedly rational for managers to underinvest in organizational capabilities in order to manage donor perceptions even when this practice is known to limit performance. Our findings suggest that building high-performance nonprofits requires coordinated action between managers and donors to allow capability investments to accumulate. Counterintuitively, deliberately restraining programmatic expenditure (i.e., serving fewer recipients) while the organization builds its capabilities may be the best strategy for nonprofits to achieve sustained high performance and impact in the long run. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.1579. [ABSTRACT FROM AUTHOR]

Copyright of Cuadernos de Administración is the property of Universidad del Valle and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: This study aims to challenge the generic interpretation of Multilatinas as Latin American firms that have been able to internationalize because of highly competitive strategic capabilities. The authors test whether capabilities that international business researchers commonly associate with internationalization are necessary at different stages of the internationalization process to better understand the extent to which emerging market (EM) firms need to develop them. Design/methodology/approach: International business research suggests a positive association between strategic capabilities and firm internalization. However, it remains unclear what specific capabilities are necessary and when they are necessary. These questions are particularly important in the context of the internationalization of firms from emerging economies, such as Latin America. The authors apply necessary condition analysis (NCA) on a sample of Latin American firms at different internationalization stages to test what strategic capabilities represent necessary conditions for becoming a Multilatina. Findings: The findings suggest that only a few strategic capabilities are necessary for Latin American firms to become "Multilatinas". While entrepreneurial orientation and marketing and sales capabilities represent necessary conditions, EM firms may internationalize even though other capabilities are developed to a lesser extent. The authors reflect on how shifts in local markets and technology drive the emergence of different types of Multilatinas. Research limitations/implications: Measuring strategic capabilities across multiple EM firms implies a risk that firm-specific aspects are not fully captured. While the authors focused on the comparative competitive strength of capabilities and took great care to minimize measurement error, the authors acknowledge possible bias. Also, while NCA does not require a minimum sample size, findings from our sample of firms from four countries may not generalize to the region or other EMs. Originality/value: As a relatively new statistical technique, the use of NCA has spread rapidly. To the best of the authors' knowledge, the linkage between organizational capabilities and firm internationalization has not been tested from a necessary conditions perspective yet. The reflections on the "Multilatina" concept based on the notion of EM firms as configurations of strategic capabilities inform current debates on EM multinational enterprises. [ABSTRACT FROM AUTHOR]

Background: The objective of this study was to propose a model for examining the impact of inward internationalization on outward internationalization in Iranian pharmaceutical companies by focusing on organizational capabilities. Methods: Qualitative research was employed, and the grounded theory approach was utilized for data analysis. The study involved conducting interviews with 16 individuals who possessed experience in international activities within the pharmaceutical sector and expertise, using the snowball sampling method. The data gathered from the interviews underwent open, axial, and selective coding analyses, resulting in the development of a paradigm model of internationalization within the pharmaceutical industry. The paradigm model is composed of causal conditions, background conditions, intervening conditions, central phenomena, strategies, and consequences. Results: The research findings indicated that causal factors of internationalization encompass learning from other countries, updating medical and technical knowledge, expanding activities beyond domestic markets, facilitating production quality improvement, and promoting growth within the pharmaceutical industry. Strategies for internationalization include adopting an international perspective, implementing effective macro-level policies, utilizing long-term strategies, enhancing workforce professional capabilities through training, improving standards and documentation, devising strategies for rational budget utilization, planning for optimal capacity utilization, and strengthening international communication and political relationships. Conclusion: Ultimately, the consequences of inward internationalization and the enhancement of organizational capabilities lead to outward internationalization and a favorable position within the global pharmaceutical industry, improvements in organizational capabilities and international relations, development of cross-border business, economic prosperity within the pharmaceutical industry, and heightened commitment to foreign markets.

Chengsen Cui,1,2,&ast; Bo Lv,1,&ast; Kai Meng1,3 1School of Public Health, Capital Medical University, Beijing, People’s Republic of China; 2China Center for Health Development Studies, Peking University, Beijing, People’s Republic of China; 3High Quality Development Research Center, Beijing Tiantan Hospital, Capital Medical University, Beijing, People’s Republic of China&ast;These authors contributed equally to this workCorrespondence: Kai Meng, School of Public Health, Capital Medical University, No. 10 Xitoutiao, Youanmenwai Street, Fengtai District, Beijing, 100069, People’s Republic of China, Tel/Fax +86-10-83911577, Email mengkai@ccmu.edu.cnPurpose: Community health centers (CHCs) are an important part of the healthcare system worldwide. Based on the dual process model of organizational capabilities, this study explores the relationship between organizational capabilities and the organizational performance of CHCs, as well as the role played by the medical alliance implementation effect.Methods: In this study, whole-group sampling was used to extract CHCs. All 135 CHCs in 8 of 16 districts of Beijing were selected as subjects. The organizational capabilities of the CHCs and the medical alliance implementation effect were evaluated using a questionnaire survey of 1957 managers and 3622 medical staff, respectively. A pathway analysis of the mediating role of the organizational capabilities of CHCs and the moderating role of the medical alliance implementation effect was conducted using Mplus 8.0.Results: The development capabilities had a positive impact on basic capabilities (β = 0.878, P < 0.001), and core capabilities (β = 0.952, P < 0.001), but had no direct impact on organizational performance. Basic capabilities positively affected organizational performance (β = 1.163, P < 0.001), and core capabilities negatively affected organizational performance (β =- 0.886, P = 0.004). Both basic capabilities (β =1.022, P < 0.001) and core capabilities (β =- 0.843, P = 0.005) played a mediating role in the relationship between development capabilities and organizational performance. The moderating role of the medical alliance implementation effect was not significant.Conclusion: This study found that strengthening the organizational capabilities of CHCs can effectively improve their performance, with the development of basic capabilities being a primary concern. The medical alliance implementation effect has not had a significant impact on organizational performance, and the cooperation between CHCs and high-level hospitals should be further promoted to give full play to the medical alliance’s role and improve the organizational performance of CHCs.Keywords: community health centers, organizational capabilities, organizational performance, medical alliance implementation effect, China

There is an impressive literature on organizational capacities that enable specific types of performance, but no work has been done on whether such capabilities extend to an organizational capacity for trustworthiness (CFT). This paper introduces the notion of a capacity for trustworthiness (CFT) defined as the collective capability of the organization to produce positive signals of trustworthiness to stakeholders. The antecedents to the CFT are bundles of organization routines that enable the firm to manifest trustworthiness and balance attending to both financial and relational goals. The consequences of a high CFT are outcomes and behaviors that are congruent with pivotal stakeholder expectations and are, therefore, trust inducing. A process model is offered that outlines how an organization's routines and CFT change in response to feedback and pressure and increase or decrease stakeholders' trust. Implications for the management of stakeholder relations, trust repair, and the management of organizational systems are reviewed. [ABSTRACT FROM AUTHOR]

Purpose: This study draws on technological frames to provide an understanding of organizational processes of strategizing by exploring how strategizing organizational capabilities for industrial digitalization could be understood through managers' perceptions of digital technology applications. This study complements earlier research focused on industry outcomes by addressing technological frames to understand how strategizing organizational capabilities within industrial digitalization may provide insight into socio-cognitive aspects which may affect technology-induced organizational change. Design/methodology/approach: The single case study uses 14 in-depth interviews collected over two years (October 2020 to February 2022). The study follows an interpretative research design exploring managers' perceptions of industrial digitalization through a digitalization project. Findings: The case study contributes to research by emphasizing socio-cognitive aspects through technological frames exploring how and why managers' perceptions of industrial digitalization affect strategizing organizational capabilities. The study contributes to practice by bringing attention to the disparate views of industrial digitalization. By illustrating how socio-cognitive aspects shape organizational capabilities, this study offers managers valuable insight into the relationship between an organization's capabilities, the individual and the shared structures affecting a digitalization project. Research limitations/implications: The case study is limited to Swedish manufacturing industries and is not aiming to be transferred or generalized to other industrial contexts or countries. Originality/value: This study recognizes that strategizing organizational capabilities depends on managers' ability to illuminate the socio-cognitive aspects. Hence, the study contributes to practice by bringing attention to the disparate views among managers on the enhancement efforts made using digital technologies. [ABSTRACT FROM AUTHOR]

Technological breakthroughs, institutional disruptions, and natural disasters often alter the course of organizations and entire industries. Such discontinuous changes threaten organizations' survival by affecting the value of the knowledge accumulated in routines and capabilities. Although it is widely acknowledged that managerial cognition is a critical antecedent of organizational responses to discontinuous change, the role of type 1 (intuitive) and type 2 (reflective) processing in the adaptation of shared patterns of behavior, that is, routines, remains understudied. Drawing on dual-process theory, we propose that particular features of type 1 processing render this approach superior to type 2 processing, especially in highly ambiguous environments in which information is limited and difficult to verify. We tested our hypotheses in a longitudinal experiment linking individual-level factors with organizational-level practices of routine adaptation. Experienced managers, paired in 80 groups, developed routines in a first round of a simulation game; in a second round, we then introduced a discontinuous change making previous routines obsolete in order to observe how they adapted. The data show that priming type 1 processing facilitates organizational adaptation more than type 2 processing by providing faster, more routinized, efficiently coordinated, and optimal responses. In addition, type 1 appears to be more functional in highly ambiguous environments, whereas type 1 and type 2 processes yield similar levels of performance under low levels of ambiguity. Overall, our study advances the understanding of the nondeliberative dimension of organizational adaptation to discontinuous change. History: This paper has been accepted for the Organization Science Special Issue on Experiments in Organizational Theory. Funding: This work was supported by Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (Finance Code 001). Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.1517. [ABSTRACT FROM AUTHOR]

Despite the role of digital technologies in increasing the popularity of K-pop, little is known about how K-pop entertainment companies digitally transform their business models and the driving forces that shape this transformation. In this study, we present an in-depth case study of a pioneering K-pop entertainment company, SM Entertainment, whose founder's charismatic leadership and organizational capabilities contribute to the digital transformation of its business model through market-pioneering strategies and strategic learning derived from continuous interactions with changing business environments. This transition to the digital business model ultimately leads to sustainable competitive advantages in the marketplace. The important theoretical and practical implications of the findings are discussed. [ABSTRACT FROM AUTHOR]

This study investigates which organizational capabilities (OC) enable Work Integration Social Enterprises (WISEs) to pursue both social objectives and sustainable sources of revenue. It does so by focusing on the nature and use of OC that support both the social and the economic sustainability of this type of enterprise. The focus of the study is a consortium of 22 organizations that operate under the umbrella of Harmony, the fictional name of a WISE founded in Veneto, Italy. Case study analysis revealed three essential key prosocial capabilities supporting social innovation, namely the capability to engage and include stakeholders, the capability to learn from stakeholders and the capability to grow by diversification. We recommend that WISEs should establish a set of prosocial routines which enable solutions to complex neglected issues, such as the integration of the various categories of people facing specific challenges and which explicitly work towards the creation of social value. [ABSTRACT FROM AUTHOR]

Copyright of GeSec: Revista de Gestao e Secretariado is the property of Sindicato das Secretarias e Secretarios do Estado de Sao Paulo (SINSESP) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Al-Anbar University Journal of Economic & Administration Sciences is the property of Republic of Iraq Ministry of Higher Education & Scientific Research (MOHESR) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

I augment the study of repeated interfirm exchanges with social cognition to expand the understanding of trust development and learning, and how these combined forces shape subsequent contracts. Although scholars have extensively examined the independent effects of trust and learning on contracts in repeated exchanges, their co-evolution and combined impact have received much less attention. I argue this omission largely occurs because social cognition is not typically considered in these literatures, even though both trust development and learning are socio-cognitive processes influenced by each other, as well as heuristics (contract frames) and cognitive biases (intergroup attribution bias). When these processes are examined in a positive exchange, the contract frame (prevention or promotion) influences initial reputation-based trust or prior development of knowledge-based trust (competence or integrity), which biases what is learned. This biased learning further impacts knowledge-based trust development, and together these factors shape adjustments to subsequent contracts. In a negative exchange, the contract frame, prior reputation-based trust, and partner explanation (internal versus external) impacts what is learned from partner violations (competence or integrity). This biased learning influences knowledge-based trust development, and together they shape how subsequent contracts are adjusted. I also propose that biased learning influences when contracts act as complements or substitutes for different types of trust, addressing existing debates and critiques in these literatures. Finally, I discuss the dark side of integrity trust and trust repair under promotion contracts in repeated exchanges.

How should firms configure organizational capabilities to achieve competitive advantage in complex digital environments? To answer this question, we investigate parsimonious configurations for high firm performance in digital environments characterized by organized complexity. We adopt a configurational perspective accompanied by a fuzzy-set qualitative comparative analysis (fsQCA) to explicate complex nonlinear relationships among key digital and non-digital capabilities in the form of conjunction, equifinality, and asymmetry in producing the outcome. With this approach, we shift attention from individual capabilities to configurations of capabilities to develop a better understanding of the complex role of IT in the digital world. Our analyses, using a rare and unique dataset of 376 observations for organizations in healthcare, education, manufacturing, and service sectors in the United States, reveal three key findings. First, IT-enabled information analytics capability alone is neither necessary nor sufficient in any configuration for high performance; however, it is an important component of the configurations in which it plays multifaceted roles varying from an enabling role in some contexts, to no role or a counterproductive role in other contexts. Second, we document a few parsimonious configurations emergent from complex nonlinear interactions among six organizational capabilities. Interestingly, these configurations often have an isomorphic structure that produces both high financial performance and high customer performance simultaneously. Third, the structures of configurations for high performance differ from those of not-high performance, suggesting an asymmetric view of causality that underpins organizational performance. Together, the findings provide implications for further research on complexity theory in digital business strategy, and for managers to view and redesign digital business strategy as configurations of IT and organizational capabilities. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: Firms can enhance their human resource management (HRM) capabilities through the adoption of relevant artificial intelligence (AI) applications. However, they must also address different issues concerning potential job design, data volume, transparency and performance ambiguities in order to gain positive outcomes. Originality/value: The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Research in Developmental Social Work is the property of Beni Suef University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Companies operate in ever faster and more abruptly changing environments. Due to the global interconnectedness of markets and actors, changes in framework conditions often have impacts across industries and geographical borders and constantly present companies worldwide with new challenges; however, they also offer opportunities. Adaptability to abruptly changing conditions and the ability to shape market environments have gained enormous importance as strategic factors for company organizations. How exactly can adaptability be shaped? This paper assumes that today's companies need concepts that help them to successfully adapt to these turbulent business environments and ideally to shape the changes to their own advantage. In addition, this work assumes that companies rely on already established models from science and business, but also (especially currently) develop new ideas themselves to adapt even faster and more effectively to changing conditions. To explore these phenomena, this paper develops a research funnel that can be used to identify companies that are most likely to provide answers to this question. In addition, this paper presents a research design with which the secrets of the adaptability of these companies can be explored in the field. [ABSTRACT FROM AUTHOR]

This paper examines how people price the resale of durable goods in systematically biased ways. We show across four studies that the anchoring effect of durable goods' prior sales prices on subsequent valuations is discontinuous at psychologically salient round number reference points (e.g., $10,000 increments) because these numbers create qualitative differences in how people perceive values below them versus values at/above them. Resellers set disproportionately larger subsequent prices when previous prices move from just below round number thresholds (e.g., $349,000) to those at or just above these thresholds (e.g., $351,000). The findings show that buyers who pay a price just below a round number, therefore, may sacrifice money because they receive disproportionately less when reselling the good. Market forces only partially attenuate this pricing bias, but valuator experience seems to play a moderating role. Archival data show that home buyers who previously paid just under a $10,000 reference point subsequently listed their homes for about 1.8% (over $3,700) less on average than did buyers selling comparable homes who previously paid at or above a round number threshold. This drop is observable controlling for home characteristics and the general relationship between previous and current prices. Three experimental studies looking at housing and used car markets replicate these findings, highlight the mechanism, and increase confidence in causality. Market mechanisms and the negotiation process attenuate discontinuities by about 30%, but lower initial listing prices persist to final sales prices. We find additional weak evidence suggesting that valuator experience may attenuate intergenerational pricing bias. Conflict of Interest: This manuscript was submitted, revised, and accepted prior to the nomination and appointment of Lamar Pierce as Editor-in-Chief. Funding: This project was supported by the University of Southern California Marshall School of Business Behavioral Laboratory. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.1632. [ABSTRACT FROM AUTHOR]

Purpose: This study focused on employee commitment and organizational capabilities of Nigerian Bottling Firms, South-East. Research Methodology: The study adopted correlational survey design and questionnaire as instrument for data collection. The total population of the study comprised of 610 participants from the cadre of senior level managers, middle level managers, and lower-level staff/subordinates of the firm. The sample size was determined using Taro Yamane formula and calculated as 242. Simple random sampling technique was adopted in the distribution of the survey. Out of 242 questionnaires administered only 226 were filled and returned while the remaining 16 were not utilized for the study. Result: The results of hypothesis confirmed a strong correlation between employee motivation and organizational competitiveness. Limitations: The data collected from the field survey are limited to Owerri and Enugu production plant. Contributions: The researchers contribute to knowledge in the literature through the use of new concepts in the research objective, use analytical tool, industry of study and geographic coverage. Practical Implications: The researchers recommend managers to routinely re-evaluate their organizational strengths and weaknesses and work with the human resources department to fill competency shortages. Novelty: The researchers developed a mathematical model representing employee commitment and organizational capabilities in the methodology. [ABSTRACT FROM AUTHOR]