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Innovation and Strategic Management in Business
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Innovation and Strategic Management in Business

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Economic and Business Aspects of Sustainability".

Deadline for manuscript submissions: 1 March 2026 | Viewed by 10477

Special Issue Editors

Dr. Yan Yan

E-Mail Website
Guest Editor
School of Business, Renmin University of China, Beijing 100872, China
Interests: innovation; networks; alternative energy
Special Issues, Collections and Topics in MDPI journals
Dr. Jingjing Zhang

E-Mail Website
Guest Editor
School of Public Policy and Management, University of Chinese Academy of Sciences, Beijing, China
Interests: innovation policy; public management; innovation networks
Dr. Yinghuan Wang

E-Mail Website
Guest Editor
College of Business Administration, Capital University of Economics and Business, Beijing, China
Interests: innovation; networks; crowdfunding

Special Issue Information

Dear Colleagues,

In today’s landscape of intense competition, innovation has emerged as a pivotal element of strategic management. A robust strategic management approach must prioritize innovation, allowing firms to maintain a competitive advantage in the face of rapid technological advancements as well as complex strategic scenarios (Keupp et al., 2012). This Special Issue explores the expanding significance of innovation and strategic management amid the multitude of disruptions challenging traditional business.

This Special Issue aims to explore the role of innovation and strategic management in business, particularly highlighting how artificial intelligence and digital transformation influence innovation and strategic management (Appio et al., 2021; Cosimato and Vona, 2021), the relationship between innovation strategy and firm performance, the role of innovation ecosystems in competitive advantage (Daymond et al., 2023), and importance of sustainable innovation (Maier et al., 2020). It also examines the strategic alliance and networks (Yan et al., 2022), the innovation policy, the strategic entrepreneurship, and the dynamics of innovation strategies (Wang et al., 2024).

We welcome original research articles and reviews that delve into these topics and more, contributing to a deeper understanding of innovation and strategic management. The topics of interest include but are not limited to the following:

  • The impact of AI on innovative practices and strategy management.
  • The impact of digital transformation in innovation and strategic management.
  • Relationships between innovation and strategic and firm performance.
  • Relationships between innovation ecosystems and strategic competitive advantage.
  • Sustainable innovation strategy, social responsibility, and ESG.
  • Collaboration network and strategic alliance under the open innovation context.
  • Technological innovation policy and enterprise strategic management.
  • Strategic entrepreneurship and innovation management in business.
  • The Dynamic development of innovation strategies.

This Special Issue aims to share insights and findings from researchers on innovation and strategic management in business, to serve as a basis for future research and advance the development of the business world.

We look forward to receiving your contributions. 

References

Appio, F. P., Frattini, F., Petruzzelli, A. M., & Neirotti, P. (2021). Digital transformation and innovation management: A synthesis of existing research and an agenda for future studies. Journal of Product Innovation Management, 38(1), 4-20.

Cosimato, S., & Vona, R. (2021). Digital innovation for the sustainability of reshoring strategies: A literature review. Sustainability, 13(14), 7601.

Daymond, J., Knight, E., Rumyantseva, M., & Maguire, S. (2023). Managing ecosystem emergence and evolution: Strategies for ecosystem architects. Strategic Management Journal, 44(4), O1-O27.

Keupp, M. M., Palmié, M., & Gassmann, O. (2012). The strategic management of innovation: A systematic review and paths for future research. International journal of management reviews, 14(4), 367-390.

Maier, D., Maier, A., Așchilean, I., Anastasiu, L., & Gavriș, O. (2020) The Relationship between Innovation and Sustainability: A Bibliometric Review of the Literature. Sustainability, 12(10), 4083.

Wang, Y., Zhang, J., Yan, Y., & Guan, J. (2024). The bidirectional causality of tie stability and innovation performance. Research Policy, 53(10), 105102.

Yan, Y., Li, J., & Zhang, J. (2022). Protecting intellectual property in foreign subsidiaries: An internal network defense perspective. Journal of International Business Studies, 53(9), 1924-1944.

Dr. Yan Yan
Dr. Jingjing Zhang
Dr. Yinghuan Wang
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • innovation
  • strategic management
  • artificial intelligence
  • digital transformation
  • network
  • policy

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Further information on MDPI's Special Issue policies can be found here.

Published Papers (4 papers)

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Research

16 pages, 938 KB  
Article
Wine Tourism in Galicia, Sustainability, Circular Economy and Unique Experiences, the Future for the Wine Sector
by José Luis del Campo-Villares and Rosana Fuentes-Fernández
Sustainability 2025, 17(12), 5335; https://doi.org/10.3390/su17125335 - 9 Jun 2025
Viewed by 5455
Abstract
Wine tourism has emerged as a thriving activity within the international wine sector, evolving from simple winery visits to immersive and experiential engagements. This study explores the role of wine tourism in Galicia, emphasizing its integration into the circular economy and sustainability frameworks. [...] Read more.
Wine tourism has emerged as a thriving activity within the international wine sector, evolving from simple winery visits to immersive and experiential engagements. This study explores the role of wine tourism in Galicia, emphasizing its integration into the circular economy and sustainability frameworks. By analyzing visitor expectations and leveraging Galicia’s unique attributes—such as its natural beauty, cultural heritage, and renowned gastronomy—this research aims to position Galicia as a leading wine tourism destination in Spain. The study employs surveys targeting wineries, accommodation providers, and wine tourists to assess the impact of sustainable practices on economic performance and community development. Key findings indicate that activities related to renewable energy and sustainable tourism significantly enhance winery revenues, while also contributing to local economic growth and population retention in rural areas. The research concludes that a collaborative approach between public and private sectors is essential for designing a sustainable and circular economy in wine tourism, ensuring long-term benefits for both the environment and local communities. Full article
(This article belongs to the Special Issue Innovation and Strategic Management in Business)
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42 pages, 2349 KB  
Article
Industry 4.0 and Management 4.0: Examining the Impact of Environmental, Cultural, and Technological Changes
by Aylin Yılmaz Gezgin and Mustafa Atilla Arıcıoğlu
Sustainability 2025, 17(8), 3601; https://doi.org/10.3390/su17083601 - 16 Apr 2025
Cited by 1 | Viewed by 1254
Abstract
Environmental, cultural, and technological developments, along with Industry 4.0 technologies—one of the most significant topics of recent years—have led to a paradigm shift in management functions and practices. These changes raise questions about the necessity of discussing the emergence of a new revolution [...] Read more.
Environmental, cultural, and technological developments, along with Industry 4.0 technologies—one of the most significant topics of recent years—have led to a paradigm shift in management functions and practices. These changes raise questions about the necessity of discussing the emergence of a new revolution in management, referred to as Management 4.0. Accordingly, the purpose of this exploratory sequential mixed-methods study is to examine the impact of environmental, cultural, and technological developments on management functions through Industry 4.0 technologies and to explore the underlying elements of the qualitative findings in depth. To address the research problem, 401 business managers participated in the quantitative phase of the study, while 10 business managers took part in the qualitative phase. The quantitative phase also included scale development. The study discusses the prediction of Management 4.0 and evaluates its feasibility. The findings from the quantitative research indicate that Industry 4.0 technologies play a mediating role between environmental changes and management functions. Meanwhile, the qualitative findings suggest that environmental, cultural, and technological developments are shaping a new cultural environment, necessitating adaptation to a new order. As a result of these changes, employees are expected to take part in decision-making processes. In terms of management functions, key developments include enhanced planning and coordination, the rise of platform-based business models, increased collaboration with competitors, the adoption of a modern management approach, and more frequent monitoring and control. Furthermore, the study reveals that although business managers in Turkey recognize the necessity of adopting Industry 4.0 technologies, their widespread implementation remains limited. This study contributes to the literature by introducing the concept of Management 4.0 and developing the Management 4.0 Foresight Scale. Full article
(This article belongs to the Special Issue Innovation and Strategic Management in Business)
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16 pages, 399 KB  
Article
Ambidextrous Alliances, Complementary Assets, and Firms’ Breakthrough Innovations: Evidence from High-Tech Firms in China
by Bo Fan, Yunfei Shao, Zhichun Dong and Xiangrong Zhou
Sustainability 2025, 17(7), 2812; https://doi.org/10.3390/su17072812 - 21 Mar 2025
Viewed by 866
Abstract
Breakthrough innovations present both opportunities and challenges for firms navigating unpredictable technological and market dynamics, which is significant to firms’ sustainable development. However, the impact of strategic alliances on breakthrough innovations remains contested, and the underlying mechanisms are yet to be fully clarified. [...] Read more.
Breakthrough innovations present both opportunities and challenges for firms navigating unpredictable technological and market dynamics, which is significant to firms’ sustainable development. However, the impact of strategic alliances on breakthrough innovations remains contested, and the underlying mechanisms are yet to be fully clarified. Drawing on ambidexterity theory and profiting from innovation (PFI) theory, this study investigates the relationships among ambidextrous (exploratory vs. exploitative) alliances, complementary assets, and firms’ breakthrough innovations. By analyzing 279 questionnaire responses from Chinese firms, we demonstrate that both exploratory and exploitative alliances, alongside complementary assets, significantly enhance breakthrough innovations. Furthermore, complementary assets play a complete mediating role between exploratory alliances and breakthrough market innovations. In addition, complementary assets also play a partial mediating role between exploratory alliances and breakthrough technological innovations, as well as between exploitative alliances and both breakthrough technological and market innovations. These findings advance ambidextrous theory by delineating the ambidextrous roles of alliances, extend PFI theory through the integration of the mediating roles of complementary assets, and offer actionable insights for managers seeking to leverage ambidextrous alliances for breakthrough innovation success. Full article
(This article belongs to the Special Issue Innovation and Strategic Management in Business)
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19 pages, 824 KB  
Article
Soft HRM Practices Fostering Service Innovations and Performance in Hospitality Firms
by Hung-Tai Tsou, Ja-Shen Chen, Thi Oanh Mai and Nguyen B. Ngoc Jade
Sustainability 2025, 17(3), 895; https://doi.org/10.3390/su17030895 - 23 Jan 2025
Viewed by 2054
Abstract
This study explores the connections between soft HRM practices and organizational performance through the lenses of incremental service innovation (ISI) and radical service innovation (RSI). Data were collected via an online survey involving 225 hospitality managers in Vietnam’s hospitality sector. We utilized Partial [...] Read more.
This study explores the connections between soft HRM practices and organizational performance through the lenses of incremental service innovation (ISI) and radical service innovation (RSI). Data were collected via an online survey involving 225 hospitality managers in Vietnam’s hospitality sector. We utilized Partial Least Squares (PLS) analysis through SmartPLS 4.0 to examine the data. The findings reveal that soft HRM practices significantly influence both ISI and RSI, thereby enhancing financial and market performance. Additionally, ISI and RSI serve as mediators in the relationship between soft HRM practices and organizational performance. Our results offer fresh perspectives on the innovation-driven performance effects of soft HRM practices and contribute to bridging the gap in modeling the relationship between soft HRM and organizational performance within the context of service innovations. This study provides valuable insights for managers, suggesting strategies to enhance and identify critical aspects of soft HRM implementation that enable organizations to be more strategically adaptable and to consistently develop new services. Full article
(This article belongs to the Special Issue Innovation and Strategic Management in Business)
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