Building Resilient Organizations: The Role of Technological Capability, Innovation Leadership, and Sustainability

Enhancing SMEs sustainable innovation and performance through digital transformation: Insights from strategic technology, organizational dynamics, and environmental adaptation

Past studies have suggested that social capital is a sustainable competitive advantage that leads to sustainable organizational growth and performance. However, few studies have explored how innovation speed moderates the relationship between social capital and sustainable organizational performance in China where the government plays key roles in promoting sustainable development goals. This paper develops a “social capital-innovation speed-performance” framework to investigate the mechanism of social capital influencing innovation speed, which in turn affects sustainable organizational growth and performance. Based on data collected from 125 Chinese firms, hierarchical moderated regression analyses indicate that structural social capital positively affects sustainable organizational performance but has no significant impact on sustainable innovation speed; relational social capital has no significant impact on sustainable organizational performance and is negatively correlated with innovation speed; cognitive social capital positively correlates with sustainable organizational performance and affects innovation speed, and government ties affect sustainable organizational performance and positively impact innovation speed. The study findings suggest that in China, increasing government ties is the most important social capital in creating sustainable organizational growth and performance. Both cognitive social capital and government ties are conducive to accelerating innovation speed, which gives firms a sustainable competitive advantage to achieve sustainable organizational performance.

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Investigating the relationship among Industry 4.0 drivers, adoption, risks reduction, and sustainable organizational performance in manufacturing industries: An empirical study

Although literature investigating role of Green Marketing (GM) in enhancing firm’s performance is voluminous, there is a scarcity of studies exploring effects of GM on organizational sustainable performance in developing countries context. This study explores the impact of implementing GM on organizational sustainable performance in Palestinian food industries. To this end, GM practices and organizational sustainable performance-related data were collected through a questionnaire and analyzed using the Partial Least Squares Structural Equation Modeling (PLS-SEM). Results show a modest, unstructured quasi-GM strategy. More specifically, both green product and green placement and distribution contribute to enhancing the firm’s environmental performance (EP), while green promotion enhances the economic performance (EcP). Also, the social performance (SP) is affected by the green placement and distribution. However, green pricing has no significant effect on the organizational sustainable performance. This study is among few studies exploring impacts of GM on firm’s organizational sustainable performance in developing countries context, thus adding significant value to the literature by attempting to counter sustainable performance issues in current complex business environments.

PurposeThe purpose of this paper is to identify factors affecting sustainable organizational performance, to build a framework for the United Arab Emirates (UAE) public health-care sector to facilitate sustainable organizational performance and to prioritize the factors for sustainable organizational performance.Design/method/approachThe method used in this research is the quantitative method called the analytical hierarchal process (AHP) to help the decision makers in the public health-care sector to prioritize the factors that are affecting sustainable organizational performance. The method will also help to deal with the complexity of the sustainable organizational performance issue by interviewing nine experts in the field.FindingsThe findings of this research showed 21 sub-factors for sustainable organizational performance in the public health-care sector in UAE. It emphasizes that patient safety and quality of care are the most important factors for sustainable organizational performance.Research limitations/implicationsThis study can be repeated by targeting other private hospitals in UAE. The novelty of this research means that it is the first study done in sustainable organizational performance in the health-care sector in UAE.Practical implicationsHealth-care management can benefit from this research in many ways: Medical errors have a high impact on the hospital’s reputation and these determine the customer demand. Thus, the hospital’s management should give more attention to minimize the medical errors in order to have a sustainable organizational performance. This can be accomplished through clear protocols and procedures that may affect patients’ lives, the hospital’s reputation and organizational performance. Nevertheless, the policymakers should focus on society engagement; focus on social sustainability should be an integral part of their operational and business strategy. According to Abu Dhabi Health Authority (HAAD), the UAE has a highest rate of chronic diseases, such as diabetes, obesity and cardiovascular disease. Cardiovascular disease itself accounted for 36.7% of all 2013 deaths. The health-care sector should focus more on educating the community by conducting workshops, seminars and awareness campaigns across the UAE. In addition, decision makers in the health-care sector should spend more on continued improvement by focusing on lean activities that focus on waste minimization and linking the service quality to the hospital outcomes and patient satisfaction. The fourth highest overall priority weight for both transformational leadership and for the waiting time sub-criteria should also be considered by top management to focus more on hiring, retaining, and developing their transformational leaders, and to keep an eye on the waiting time and improving customer service. This will result in the sustainable organizational performance. Interestingly, all of the HR processes showed the lowest overall weights at 1%, which is a bit strange. HR should play more of a role in sustainable organizational performance, equal to the other sub-factors.Originality/valueOriginality of this research stems from a reliable and valid framework that can be subsequently used for measuring the organizational performance of health care organizations.

This research article investigates the impact of Knowledge Management (KM), Technological Competence (TC) on Sustainable Organizational Performance (SOP), with a by examining the mediating role of OI. Using a sample of 314 respondents from IT-based companies and software houses, the research explores how KM and TC contribute to enhancing SOP with OI serving as a mediator in these relationships. The study employs SEM to test the direct and indirect associations of the study variables. The research findings show positive interconnections between KM and SOP, TC and SOP and OI and SOP. Furthermore, OI is found to mediate the relationship between KM and SOP as well as between TC and SOP emphasizing its pivotal role in enhancing sustainable performance. The study underscores the importance of integrating KM practices and technological capabilities with OI acting as a key enabler, to achieve sustainable organizational performance. These insights offer valuable guidance for managers seeking to leverage knowledge management and technological innovation to drive long-term success in this digital age.

Sustainable organizational performance through blockchain technology adoption and knowledge management in China

Purpose: This study investigates the impact of digital business intensity and transformation on organizational ambidexterity and sustainable performance on insurance companies in Indonesia from a dynamic capabilities’ perspective.Design/methodology/approach: The study uses a quantitative approach, purposive sampling used to select insurance companies with assets over IDR 1 trillion. The primary data was obtained directly from the top-level management unit of 120 data questionnaires, namely, 40 Chief Executive Officer (CEO), 40 chief agency officer (CAO) and 40 Chiefs Technology Officer CTO) of each company. The data of each department in a company is aggregated as a single unit of responses from one company. The Structural Equation Model is used as a method to test and analyze data, using SmartPLS software.Purpose: This study aims to investigate the impact of digital business intensity and digital transformation on organizational ambidexterity and sustainable organizational performance in Indonesian insurance firms from a dynamic capability perspective.Design/methodology/approach: Through quantitative approach, purposive sampling is used to select insurance companies with assets exceeding IDR 1 trillion. Primary data was collected through structured questionnaires distributed to 120 top-level executives, including 40 Chief Executive Officers (CEOs), 40 Chief Agency Officers (CAOs), and 40 Chiefs Technology Officers CTOs). Responses from each company were aggregated to form a unified dataset for analysis. Structural Equation Modeling (SEM) was used to analyze the data using SmartPLS software.Findings: The findings reveal that both digital business transformation and government interventions significantly increase organizational ambidexterity. Furthermore, organizational ambidexterity serves as a mediator for the relationship between digital business intensity and government intervention towards sustainable organizational performance. The mediating role of organizational ambidexterity in the relationship for digital business intensity and sustainable organizational performance is positively moderated by digital business intensity.Research limitations/implications: The study applies dynamic capability as a theoretical basis to understand how insurance companies can attain sustainable performance in the digital age. However, it acknowledges limitations, such as the exclusion of external factors like macroeconomic conditions, regulatory changes, and rapid technological advancements. The focus on the insurance sector may also limit the applicability of the findings to other industries with different dynamics.Practical implications: The study provides actionable insights for insurance firms to refine their digital strategies. By developing and validating new metrics to measure digital business intensity and sustainable performance, firms can better assess the effectiveness of their digital transformation. This framework serves as a guide for practitioners to evaluate the impact of digital initiatives on their organizations.Originality/value: This study enriches the organizational literature by demonstrating how digital business intensity and ambidexterity contribute to enhancing sustainable performance in the insurance industry. It also highlights the significance of government policies as external factors influencing organizational dynamics, offering a new perspective on how these elements interact within the context of dynamic capabilities in the financial sector.

Environmental challenges critically affect manufacturing firms which face numerous concerns regarding their sustainable operations. These operations aim to operationalize the dimensions of circular economy capabilities (CEC) and green technology innovation (GTI) to strengthen competitiveness in fragile environments. This research validates a holistic understanding of green performance by integrating theories and dimensions to identify effects that predict sustainable green performance. Drawing from the green dynamic capability view (GDCV), which is a contextual extension of the DCV and flexible systems management (FSM) paradigm, this study investigates how CEC and GTI predict green performance (GP). Survey data of 301 senior professionals from manufacturing firms acquired from a developing country, such as Bangladesh, were used. To assess the survey data, the study used a multimethodological approach using Necessary Condition Analysis (NCA) and fuzzy-set Qualitative Comparative Analysis (fsQCA) to investigate the suggested tie in the midst of the CEC and GTI on the GP. The findings reveal that all the antecedents of the circular economy are necessary conditions except absorptive capacity to predict green performance, as reported in the NCA. The fsQCA results show that combinations of CEC and GTI are sufficient conditions to predict high green performance. This research uses a unique combination of CEC and GTI to predict high GP via the supplementary method of fsQCA. Therefore, the findings should also motivate professionals of manufacturing firms to focus even more on the necessity effects of a single condition to predict GP and the asymmetric effects of combinations of CEC and GTI to produce multiple configurations to predict high green performance.

This research examines the role of organizational culture (OC) in the relationship between sustainable leadership practices (SLPs) and sustainable organizational performance (SOP) at five-star hotels in three Arab countries: Egypt, Jordan, and Saudi Arabia. A total of 434 workers who work in five-star hotels in the three Arab countries were given a questionnaire. 49 questions were used to measure three variables. First, SPL's dimensions are represented by foundation practices (FPs), higher-level practices (HLPs), and key performance drivers (KPDs). Second, organizational culture and third, sustainable organizational performance dimensions represented by economic sustainability performance (SECP), social sustainability performance (SSP), and environmental sustainability performance (SENP). The obtained data were analyzed by PLS-SEM. The results show that FPs, HLPs, and KPDs have a significant influence on both SECP, SSP, and SENP, and OC on one side, and OC also has a significant influence on SECP, SSP, and SENP on the other side. The results also confirm the role of OC as a mediating variable in the relationship between the dimensions of SLPs and the dimensions of SOP. This study provides valuable insights and a roadmap for hotel practitioners seeking to navigate the complex landscape of SLPs and OC toward their effect on sustaining organizational performance. The findings are also discussed in the light of the previous studies and provide recommendations for other researchers, guidance for luxury hotels striving to strike a balance between SECP, SSP, and SENP.

In the current competitive business environment, organisations are required to continuously adapt their strategies to respond to economic, social and environmental challenges. The emergence of Sustainable Human Resource Management (SHRM) is being used as a vital instrument by organisations to achieve sustainable organisational performance (economic, social and environmental) which has become a key area of concern. Hence, the objective of this systematic literature review was to analyse the relationship between SHRM and sustainable organisational performance. A total of 77 research articles on SHRM and sustainable organisational performance were extracted from scopus and google scholar and analysed. The study has therefore shed light on the trends of these two key areas and identified future avenues for research. This chapter has proposed a conceptual framework by integrating sustainable employee performance and sustainable competitive advantage as mediators and examine how SHRM and sustainable organisational performance can help to achieve sustainable tourism.

The hospitality sector in Batam drives the local economy by creating jobs, increasing incomes, and supporting local businesses through collaboration with vendors. While maintaining service quality remains challenging, competition among hotels encourages innovation. Adapting to technology and sustainability trends helps the sector thrive in tourism development. This research examines how organizational culture, knowledge management practices, and organizational learning impact human resource management practices, job satisfaction, and sustainable organizational performance, with organizational climate as a moderator. The study surveyed 233 out of 557 employees from star-rated hotels in Batam, using structural equation modeling with AMOS 20 for data analysis. The results show that organizational culture and knowledge management practices significantly influence human resource management practices (HRMP), while organizational learning does not. Organizational culture does not significantly affect job satisfaction, but knowledge management practices and organizational learning do. Organizational culture does not significantly impact sustainable organizational performance, whereas knowledge management practices and organizational learning positively do. HRMP significantly affects sustainable organizational performance, while job satisfaction does not. Organizational climate does not moderate the effect of HRMP on sustainable organizational performance but moderates the effect of job satisfaction on it. HRMP mediates the influence of organizational culture and knowledge management practices on sustainable organizational performance but does not mediate the effect of organizational learning. Job satisfaction does not mediate the effects of organizational culture, knowledge management practices, or organizational learning on sustainable organizational performance.

In today’s competitive landscape, the role of Green Intellectual Capital in driving Sustainable Organizational Performance is receiving increasing attention. Organizations are under pressure to adopt sustainable practices, so exploring the influence of intellectual capital on performance is important. This study aims to examine the effect of Green Intellectual Capital consisting of Green Human Capital, Green Relational Capital and Green Structural Capital on Sustainable Organizational Performance, with Green Innovation Behavior as a mediating variable and Perceived Green Organizational Support as a moderating factor. The research design used was quantitative involving 200 millennial managers and the data was analysed using Partial Least Squares (PLS). The results show that to achieve sustainable organizational performance, millennial managers need to focus their efforts on improving Green Structural Capital and encouraging Green Innovation Behavior. In addition, the development of Gren Human Capital and Green Relational Capital should be geared towards increasing Green Innovation as a pathway to achieving sustainability goals. Perceived Green Organizational Support is not enough to strengthen the relationship of innovation and performance, so a more holistic approach in promoting sustainability across the organization is needed. The novelty of this research lies in its focus on millennial managers and the complex interconnectedness of different components of Green Intellectual Capital. The findings suggest that organizations should prioritize increasing Green Structural Capital and encouraging Green Innovation Behaviors. Future research should explore other moderating factors, such as leadership style, to deepen understanding of the conditions that amplify the impact of green innovation on sustainable performance.

Purpose This paper aims to examines the moderating effect of small vs large supply base size on the relationship between strategic sustainable purchasing (SSP) and organizational sustainability performance (OSP). SSP is conceptualized as a dynamic capability consisting of strategic purchasing and environmental purchasing. Environmental collaboration is conceptualized as a mediator between SSP and OSP. Extant research has not examined the effect of the size of the supply base on the relationship between SSP and OSP. Design/methodology/approach The hypothesized relationships are tested using a two-step multi-group analysis in partial least squares-structural equation modeling (PLS-SEM). Findings A small supply base size positively moderates the relationship between SSP and environmental collaboration, thus achieving OSP. In contrast, when the supply base is large, strategic purchasing is positively associated with environmental collaboration, while environmental purchasing is negatively related to environmental collaboration. A large supply base has a positive relationship to environmental collaboration and economic sustainability, while the relationship between environmental collaboration and environmental and social performance is not significant. Practical implications This research argues that despite the nuances in the moderating effects of small versus large supply base size, managers need to invest in both dynamic and relational capabilities to achieve organizational sustainability. Originality/value Scant research is available in supply chain management research that has examined the important effect of the supply base size on the relationship between SSP and OSP. This research aims to fill this gap. The study helps practitioners understand the effects of supply base sizes for their organizations, increase interrelationships among suppliers, reduce the level of differentiation among them, and, thereby, reduce costs and increase revenues.