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Purpose Enhancing green innovation for corporate sustainability is one of the recent issues globally. Knowledge management has been determined as a core factor that hamstrings green innovation. The existing literature was limited to expose the importance of the knowledge management process for corporate sustainable performance. Thus, this paper aims to examine the role of the knowledge management process for corporate sustainable performance with the integration of green innovation and organizational agility following the resource-based view theory. Design/methodology/approach Cross-sectional design was used in this study. Data were gathered through convenience sampling from 475 respondents of multinational manufacturing corporations of Pakistan, analyzed by using structural equation modeling. Findings This study revealed that the knowledge management process and its all constructs (acquisition, dissemination and application) lead toward green innovation; further, green innovation influences corporate sustainable performance and its all constructs (environment, economic and social). Green innovation partially mediates the association between the knowledge management process and corporate sustainable performance. Besides, organizational agility has a positive effect on green innovation and corporate sustainable performance but was not found moderating these relations. The study educates that organizations investing in innovative technologies and adopting greener strategies are not only adequate for achieving sustainable performance, soft issues such as knowledge management and organizational agility but also important factors in the current knowledge base economy. Originality/value This study is an attempt to examine the previously undiscovered multi-dimensional relationships among the knowledge management process, green innovation, organizational agility and corporate sustainable performance. The presence of a positive correlation among these constructs was observed, proving the conceptual framework for this study.

The main objective of this research work is to examine the way knowledge management (KM) affects organisational agility in an industrial company. To this end, the staff of Bosch Car Multimedia in Braga was chosen as the study population. This study is descriptive in terms of methodology; from the perspective of the purpose, it is applied; and as for data collection, it is a survey. The required data were collected through a questionnaire validated by experts, from academia and from Bosch Car Multimedia. The research hypothesis suggests that there is a significant relationship between KM and organisational agility. Therefore, improving KM through agility variables may contribute to higher levels of competitiveness of companies. KM and agility are dependent, and therefore, the indicators of each of them and their meaning have to be recognised and managed. This study suggests that KM capabilities enable organisations to develop organisational agility, which improves performance.

Information technology is generally considered an enabler of a firm's agility. A typical premise is that greater IT investment enables a firm to be more agile. However, it is not uncommon that IT can also hinder and sometimes even impede organizational agility. We propose and theorize this frequently observed but understudied IT-agility contradiction by which IT may enable or impede agility. We develop the premise that organizations need to develop superior firm-wide IT capability to successfully manage their IT resources to realize agility. We refine the conceptualization and measurement of IT capability as a latent construct reflected in its three dimensions: IT infrastructure capability, IT business spanning capability, and IT proactive stance.We also conceptualize two types of organizational agility: market capitalizing agility and operational adjustment agility. We then conduct a matched-pair field survey of business and information systems executives in 128 organizations to empirically examine the link between a firm's IT capability and agility. Business executives responded to measurement scales of the two types of agility and organizational context variables, and IS executives responded to measurement scales of IT capabilities and IS context variables. The results show a significant positive relationship between IT capability and the two types of organizational agility. We also find a significant positive joint effect of IT capability and IT spending on operational adjustment agility but not on market capitalizing agility. The findings suggest a possible resolution to the contradictory effect of IT on agility: while more IT spending does not lead to greater agility, spending it in such a way as to enhance and foster IT capabilities does. Our study provides initial empirical evidence to better understand essential IT capabilities and their relationship with organizational agility. Our findings provide a number of useful implications for research and managerial practices.

This study investigates organizations' intention to use the industrial metaverse. The unified theory of acceptance and use of technology (UTAUT) is used as an underpinning theory to examine the impact of performance expectancy, effort expectancy, social influence, and facilitation condition on the intention to use the industrial metaverse. The results of this study reveal that performance expectancy, social influence, and facilitating conditions significantly influence the intention to use the industrial metaverse. Moreover, the intention to use the industrial metaverse significantly influences organizational agility and firm performance. Further, the results of moderation hypotheses indicate that the impact of both performance expectancy and social influence on intention to use the industrial metaverse varies at high and low levels of firm innovativeness. The study's findings will enrich the metaverse literature. Further, it provides a deeper understanding of industrial metaverse adoption from a B2B perspective using the underpinnings of UTAUT. The study helps organizations understand the enablers of industrial metaverse usage intention.

The hypercompetitive aspects of modern business environments have drawn organizational attention toward agility as a strategic capability. Information technologies are expected to be an important competency in the development of organizational agility. This research proposes two distinct roles to understand how information technology competencies shape organizational agility and firm performance. In their enabling role, IT competencies are expected to directly enhance entrepreneurial and adaptive organizational agility. In their facilitating role, IT competencies should enhance firm performance by helping the implementation of requisite entrepreneurial and adaptive actions. Furthermore, we argue that the effects of the dual roles of IT competencies are moderated by multiple contingencies arising from environmental dynamism and other sources. We test our model and hypotheses through a latent class regression analysis on data from a sample of 109 business-to-business electronic marketplaces. The results provide support for the enabling and facilitating roles of IT competencies. Moreover, we find that these dual effects vary according to environmental dynamism. The results suggest that managers should account for (multiple) contingencies (observed and unobserved) while assessing the effects of IT competencies on organizational agility and firm performance.

PurposeThe purpose of this paper is to explore the factors that can facilitate agility in higher education and to analyze the interrelationship between the factors.Design/methodology/approachA structured model of factors facilitating agility in higher education was developed using total interpretive structural modeling (TISM). Cross-impact matrix multiplication (MICMAC) analysis helped in classifying the factors on the basis of their driving and dependency power.FindingsAn extensive literature review and expert opinion helped in identifying eight enablers that can promote agility in higher education. The ability to sense the environment, organizational structure, adoption of ICT, organizational learning, human resource strategies, leadership, readiness to change and collaboration with the stakeholders were the eight factors identified. The structural model revealed leadership as the most crucial enabler followed by human resource strategies and organizational structure.Research limitations/implicationsThe model has incorporated and prioritized all the crucial drivers of agility that can help universities and colleges design, adopt and implement policies and practices that would facilitate agility.Originality/valueSo far, the research on agility in higher education has looked into each factor in isolation. This research provides a comprehensive list of the factors and establishes the interplay between the factors making this study new and original.

PurposeThis study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation). Additionally, the moderating effect of technological turbulence on the relationship between the two types of organization is examined.Design/methodology/approachBased on gaps in the existing literature, the survey data are collected from managers who are in charge of developing new products in three industries: food and beverage, chemical and machinery (N = 431). Confirmatory factory analysis is used to verify measurement items and regression analysis is used to test hypotheses.FindingsThe results show that organizational agility increases performance in radical innovation both in a certain situation and an environment with technological turbulence. In contrast, the impact of organizational flexibility is limited to increasing performance in both radical and incremental innovation performance in a certain situation.Originality/valueOur study extends the knowledge of organizational agility and flexibility in the domain of product innovation. Adaptation of organization to respond the technological turbulence will stimulate creativity of new product development teams to produce new useful ideas and transform these ideas to product innovation. The different types of organizing a new product development team to handle technological turbulence will provide different results in product innovation performance. In addition, the findings provide a recommendation on how the organization of a new product development team can improve performance in each type of product innovation under technological turbulence.

Purpose The purpose of this paper is to identify and analyze the interactions among different readiness factors for implementing agility in healthcare organization. Total interpretive structural modeling (TISM) based readiness framework for agility has been developed to understand the mutual interactions among the factors and to identify the driving and dependence power of these factors. Design/methodology/approach The identification of factors is done by TISM approach used for analyzing the mutual interactions between factors. Cross-impact matrix multiplication applied to classification analysis is utilized to find the driving and dependent factors of agile readiness in healthcare. Findings This paper identifies 12 factors of readiness for change in literature review, which is followed by an expert interview to understand the interconnection of factors and to study interrelationships of factors. The study suggests that factors like environmental scanning, resource availability, innovativeness, cost effectiveness, organizational leadership, training and development are important for implementing/improving the readiness of agility in healthcare organizations. Research limitations/implications This research focuses mainly on readiness factors for agility in healthcare sector. Practical implications Top management must stress on readiness factors that have a strong driving power for efficient implementation of agility in healthcare. This study helps the managers to take quick decisions, and continuous monitoring of readiness factors would be more beneficial to improve the quality of service, which makes the organization more agile. Originality/value In this research, TISM-based readiness for agile framework structural model has been proposed for healthcare organizations, which is a new effort for implementation of agility in healthcare.

Agility is the dynamic capability of an organization which helps it to manage a change and uncertainties in the environment. The purpose of this research is to review the literature from the perspective of agility in Industry 4.0. This paper systematically reviews 381 relevant articles from peer-reviewed academic journals in the period of the last five years. The results show that agility is important for an organization to adopt Industry 4.0 technologies as it helps companies to cope with the changes that arise along with the adoption of Industry 4.0 technologies. Further, it also indicates that by adopting Industry 4.0 technologies, companies can significantly enhance their agility capability into various aspects with different technologies. The technologies which enhance the agility are: smart manufacturing, internet of things, cyber-physical system, big data and analytics and cloud computing. On the other hand, important aspects of agility include supply chain, workforce, information system, facilities, management, manufacturing and technology agility.

PurposeThis article offers a novel approach that brings together management, engineering and organizational behavior. It focuses on the understanding of organizational dynamics in an era of technological change, upholding the importance of organizational agility and of the cultural paradigm in the management of organizations.Design/methodology/approachIn this work, the authors present the conclusions from a set of studies carried out in organizations operating in technical and technological industries. The authors assessed the capabilities of these organizations in terms of operational excellence maturity and its impact on the organizational culture and organizational agility.FindingsResults show the importance of operational excellence either in developing or expanding organizational agility capabilities while reinforcing the cruciality of an excellence-oriented culture to sustain these efforts over time.Originality/valueIncreasingly unstable business environments have led to a growing interest in how to develop and maintain operational excellence in the face of continued and disruptive change. However, this interest has, so far, been advanced with little empirical evidence to support the corresponding predictions. This work offers the first practical evidence that continued focus and optimization of operations, with the right cultural alignment, helps organizations survive and thrive in increasingly volatile, uncertain, complex and ambiguous environments.