Search Results (74)

Background: As supply chains undergo rapid transformation, the concept of supply chain viability (SCV) has gained increasing attention among scholars and industry practitioners. Despite this growing interest, the existing literature lacks a comprehensive and integrated understanding of readiness factors across SCV dimensions. Methods: To address this gap, this study conducted a systematic review of the literature. A total of 86 peer-reviewed articles published between 2015 and 2025 were included, synthesizing evidence across four SCV dimensions: agility, resilience, sustainability, and digitalization. Two-mode network representation was used to analyze cross-dimensional connections between readiness factors and SCV dimensions via degree centrality. Results: The analysis identified 36 readiness factors, 9 of which are cross-dimensional and connected to all four SCV dimensions: leadership and decision-making, stakeholder integration, customer relationship and engagement, partner collaboration and readiness, advanced analytics, technological/digital capabilities, real-time data visibility, information and communication technology infrastructure availability, and digital transformation/smart technologies in supply chain management. Conclusions: Readiness factors vary across SCV dimensions, with some spanning multiple dimensions and others remaining specific. SCV strategies should account for these differences rather than treating factors as uniform. Full article

In the digital economy, small and medium-sized enterprises (SMEs) face growing pressure to align digital transformation with sustainability-oriented value creation. Yet, it remains unclear how and through which mechanisms digital leadership is associated with sustainable digital innovation in resource-constrained and turbulent contexts. This study investigates whether digital leadership is associated with sustainable digital innovation directly and indirectly through digital capabilities and digital orientation, and whether strategic agility strengthens these relationships. Drawing on the Resource-Based View (RBV) and Dynamic Capability Theory (DCT), the study develops an integrated framework that explains sustainable digital innovation as a strategically managed outcome of digital economy transformation rather than a simple result of technology adoption. Using survey data from 423 employees in Lebanese SMEs, the hypotheses were tested through partial least squares structural equation modeling (PLS-SEM). The findings show that digital leadership is positively associated with sustainable digital innovation both directly and indirectly, with digital orientation emerging as the stronger mediating pathway compared to digital capabilities. In addition, strategic agility strengthens the association between digital orientation and sustainable digital innovation, while its moderating role on the digital capabilities path is not significant. These findings contribute to the literature by identifying dual transformation mechanisms and revealing an asymmetric boundary role of agility in sustainability-oriented digital transformation. The study also offers practical implications for SME leaders seeking to align digital strategy with long-term environmental, social, and economic value creation. Full article

The development of modern high-energy astrophysics has been deeply intertwined with advances in particle detector technology. Guido Barbiellini Amidei (1943–2024) played a pivotal role in bridging experimental particle physics and astrophysical observation. His scientific career spanned over four decades, from early electron–positron collider experiments at ADONE and LEP (DELPHI) to space-based missions such as AGILE, Fermi, and PAMELA. This memorial paper reviews the evolution of high-energy astrophysics as a detector-driven science, highlighting key domains where Barbiellini left an indelible mark: gamma-ray astronomy, cosmic-ray physics, and antimatter studies. We discuss his personal contributions to silicon tracking, calorimetry, data analysis, and his leadership in international collaborations. The conceptual impact of his interdisciplinary approach is examined, and future perspectives in the observation of the high-energy universe are outlined, recognizing that the path forward is built on the foundations he helped lay. Full article

The global shift to remote instruction has accelerated the adoption of frameworks like Agile-blended learning (ABL), yet the operational challenges of these technology-intensive models remain largely unexplored. This study addresses this “operational foresight gap” by examining the often-overlooked perspective of university IT support staff. Since ABL is a nascent framework lacking a large population of IT professionals to survey, we employed an exploratory artificial intelligence (AI) role-play methodology to generate simulated heuristics anticipating IT staff’s professional responses to five common ABL implementation scenarios. Data were generated using four distinct large language models: GPT-4.1, Gemini 2.5 Pro, Claude Sonnet 4, and DeepSeek R1. We analyzed the results through a structured thematic analysis. The simulations identified potential operational crises, including ecosystem fragmentation, unsustainable support workloads, and systemic instability caused by unvetted tools. Cross-model analysis revealed that while Western models focused on ecosystem integration, the non-Western model (DeepSeek R1) uniquely highlighted regional access barriers and low-cost open-source solutions. To mitigate these risks, the AI persona proposed unifying the technology ecosystem and adopting phased implementation strategies. However, successful execution requires specific resources, most notably increased specialized staffing, dedicated infrastructure funding, and the inclusion of IT leadership in strategic academic planning. The findings suggest that pedagogical innovation cannot succeed without a corresponding evolution in operational support. These AI-generated hypotheses indicate that universities need to help IT departments transition from reactive service providers to proactive strategic partners to ensure the sustainable implementation of flexible learning models. Full article

In a time of extraordinary global volatility, the survival and competitiveness of the Architectural, Engineering, and Construction (AEC) industry rely less on technological supremacy and more on cultural agility to repurpose resources effectively. Although Industry 4.0’s digital transformation offered tools for operational efficiency, the new Industry 5.0 paradigm emphasizes a human-centric approach, with organizational culture serving as a crucial link between advanced technology and organizational resilience. This study explores how organizational culture mediates resource repurposing and the shift from Industry 4.0 to Industry 5.0 in the AEC sector. Using Partial Least Squares Structural Equation Modeling (PLS-SEM) with a sample of 120 AEC professionals, it examines how cultural traits—viewed as strategic leadership influence, employee adaptability, and innovation— mediate operational results. The results indicate that employee technology use and innovation are key drivers of resource reconfiguration, directly improving productivity and lowering project costs. Importantly, the findings show that organizational culture is not merely a background factor but a strategic enabler that partly mediates the link between Industry 4.0 adoption and cost savings. Thus, this research offers a theoretical framework for AEC firms to harness cultural flexibility as a strategic resource, advancing beyond simple digital adoption to embed innovation for sustainable long-term growth. Full article

This study aimed to investigate how innovative performance is influenced by leadership styles (transformational, entrepreneurial, participative, and empowering), knowledge sharing, and organizational agility. Additionally, it examined knowledge sharing and organizational agility as mediators between these leadership styles and innovative performance in tourism and hospitality businesses, utilizing Social Exchange Theory (SET) as the theoretical framework. A PLS-SEM analysis was performed on 1896 valid responses from employees of category (A) travel agencies and five-star hotels in Egypt using WarpPLS 7.0. The results revealed that transformational, entrepreneurial, participative, and empowering leadership styles positively impact innovative performance, knowledge sharing, and organizational agility. Additionally, the study highlighted the beneficial effects of knowledge sharing and organizational agility on innovative performance. It was also found that knowledge sharing and organizational agility partially mediate the relationship between these leadership styles and innovative performance. The study discusses both theoretical and practical implications for developing leadership skills and enhancing innovative capabilities. It adds to the existing literature on leadership, knowledge management, organizational agility, and innovation performance, particularly in service-oriented industries. Full article

This study investigates the internal antecedents of Strategic Learning Capability (SLC) within volatile business environments. Specifically, it explores the tripartite relationship between occupational subculture, the cognitive process of sensemaking, and the multi-dimensional facets of SLC (external focus, strategic dialogue, engagement, etc.). The research aims to bridge the empirical gap regarding how bottom-up subcultural values influence a firm’s capacity to pivot and execute new strategies. The research adopts a multi-dimensional framework of SLC, integrating theories of occupational context with sensemaking theory. By distinguishing between top-down organizational culture and bottom-up occupational subcultures, the study utilizes a conceptual (or empirical—adjust if you have specific data) model to examine how localized rules and practices within specific functions (e.g., R&D vs. Operations) lead to varied strategic outcomes through the generation of meaning. The paper proposes that sensemaking serves as a critical “bridge” or mediating mechanism that translates localized subcultural values into systemic innovative behaviors. While organizational culture sets the general tone, the findings suggest that the specific occupational environment determines the depth of strategic engagement and reflective responsiveness. The results indicate that SLC is not a monolithic construct but is lived and enacted differently across various occupational silos within the same firm. Unlike previous studies that focus on top-down leadership as the primary driver of culture, this research highlights the “bottom-up” influence of occupational subcultures on strategic agility. By introducing sensemaking as a pre-decisional activity that connects subcultural identity to Strategic Learning Capability, the study provides a more nuanced, multi-level understanding of organizational learning that accounts for internal diversity rather than assuming cultural homogeneity. Managers and OD practitioners are provided with a framework to identify subcultural barriers to learning. The study suggests that to enhance SLC, leaders must move beyond uniform cultural initiatives and instead facilitate sensemaking processes that align diverse occupational identities with the broader strategic vision. Full article

This study conducts a systematic literature review (SLR) of 406 peer-reviewed studies on sustainability in higher education published between 2014 and 2025. Guided by the PRISMA 2020 framework and the PICo criteria, this review identifies thematic patterns, institutional enablers, and barriers shaping sustainability integration. Data were manually screened and thematically coded using a structured extraction template. The findings reveal a conceptually active yet uneven field, with curriculum and pedagogy dominating discourse, while leadership, policy coherence, transformative learning, and global citizenship are less examined. Barriers such as institutional inertia and fragmented policies persist, but enabling factors, including digital agility, collaborative governance, and community partnerships, are attracting attention. Resilience and climate change education remain underexplored, indicating a gap between institutional strategies and sustainability goals. This review contributes by (i) identifying critical under-researched areas, (ii) refining a keyword framework to guide future inquiry, and (iii) introducing the Sustainability in Higher Education (SHE) Institutional Maturity Matrix (SHE-IMM), a conceptual model categorising institutions into foundational, transitional, and transformative stages of sustainability integration. The review received no external funding, and the authors declare there are no competing interests. Full article

The global economy is significantly influenced by family firms, which play a crucial role in shaping and sustaining the so-called real economy. Many flourish in the brewing sector, particularly in the area of craft and microbrewery. Such family firms often have strong community ties, multi-generational leadership and deeply rooted cultural values that influence how they conduct business, both within and outside the organisation. Furthermore, they operate in an industry characterised by a unique blend of cultural identity, emotional branding and a focus on niche markets. Few previous studies have comprehensively approached the topic of marketing agility in family-run brewing businesses. This study provides decision-makers in the brewing industry, particularly those in family-owned businesses, with a research framework for applying agile marketing strategies to improve responsiveness, drive innovation and maintain competitiveness. Full article

The rule of law, a foundational value of the European Union as enshrined in Article 2 of the Treaty on European Union, faces challenges in implementation due to historical and political factors that have evolved over the past decade, particularly within Member States in the administrative domain. While institutional backsliding in countries like Hungary and Poland has drawn significant political attention, less emphasis has been placed on the role of public administrations in upholding or undermining the rule of law on a day-to-day basis. This paper argues that the sustainability of the rule of law in the EU requires more than legal compliance mechanisms. These alone do not address the underlying administrative and cultural factors necessary for effective implementation. Instead, it requires closer attention to how rule-of-law principles are embedded in the everyday functioning of public administrations. This argument is informed by the authors’ systematic examination of recent EU monitoring practices and administrative reform instruments. Adopting a mixed conceptual-empirical methodology, the paper draws on primary data from EU Rule of Law Reports (2020–2024), the EU Justice Scoreboard, the Recovery and Resilience Facility (RRF), and the Technical Support Instrument (TSI), complemented by relevant OECD/SIGMA indicators. Several structural obstacles emerge from the analysis. These include symbolic compliance, whereby organisations adopt formal structures without corresponding behavioural change; weak institutional leadership that fails to drive reform momentum; and the absence of integrated performance metrics, which hampers meaningful accountability. Fragmented ownership of reform agendas, in turn, breeds inconsistency in implementation. These challenges point to the limitations of a technocratic or legalistic approach to rule-of-law governance. Strategic leadership and organisational flexibility emerge from the evidence as preconditions—not merely facilitators—of genuine internalisation, though the relationship is context-dependent. Digitalisation can reinforce these dynamics, yet its contribution depends on whether it is embedded within broader integrity-oriented reforms. The paper advocates for a shift from externalized compliance mechanisms to a model that emphasizes administrative ownership through specific strategies such as developing integrity-based leadership programs and embedding governance practices that prioritize transparency and accountability. It proposes concrete institutional reforms, including performance-linked conditionalities that tie funding to measurable outcomes, ethical leadership academies to train future leaders, integrity audits to ensure accountability, and administrative benchmarking to set clear standards, as tools to foster autonomous, value-driven public institutions capable of adapting to evolving governance challenges while maintaining core democratic values. Full article

Ongoing global disruptions, including pandemics, geopolitical tensions, and climate-driven events, have exposed vulnerabilities in healthcare supply chains (HSCs). This study examines how artificial intelligence (AI) is reshaping HSCs to improve agility, resilience, and sustainable performance. Using a systematic literature review with PRISMA-style screening across Scopus and Web of Science, the study is complemented by bibliometric analysis and latent Dirichlet allocation topic modeling to analyze peer-reviewed articles. The results indicate an exponential increase in AI-enabled HSC research, concentrated in a small number of journals and spanning a globally diverse author community. Three dominant thematic clusters emerged: (1) sustainability-oriented supply chain design, (2) disruption and resilience management, and (3) healthcare-focused digital transformation. Across these themes, AI, digital twins, Internet of Things, and simulation are evolving from efficiency tools to strategic enablers of decision intelligence, supporting real-time sensing, scenario analysis, and proactive risk mitigation. The study highlights a convergence of “triple transformation” in which digitalization, resilience, and sustainability are increasingly co-dependent capabilities in HSCs. However, persistent barriers exist, including data quality issues, legacy systems, workforce skill gaps, limited model interpretability, and incomplete governance frameworks, which constrain large-scale adoption. The findings indicate a need for longitudinal and multi-method studies on human–AI collaboration, trust calibration, and leadership in AI-enabled HSCs. This study provides practical guidance for healthcare organizations looking to leverage AI in developing agile, resilient, and sustainable supply chain ecosystems. Full article

Human Capital Agility is increasingly recognized as a critical capability for achieving sustainable project success in the highly dynamic construction sector, yet an original and empirically testable Human Capital Agility model rooted in Human Capital theory is still lacking. This study aims to develop and validate a Human Capital Agility framework that integrates Leadership Agility and Knowledge Management and to construct a hierarchical roadmap for the gradual development of Human Capital Agility. Using a multi-method design, survey data from 141 construction professionals were analyzed with Partial Least Squares Structural Equation Modeling to test the structural relationships among Knowledge Management, Leadership Agility, Human Capital Agility, Sustainable Project Success, and the moderating role of Firm Size, while expert judgments from nine practitioners were modeled using Modified Total Interpretive Structural Modeling to derive the internal hierarchy of Human Capital Agility components. The results show that Leadership Agility is a dominant driver of Human Capital Agility and that Human Capital Agility significantly enhances Sustainable Project Success, whereas the direct effect of tacit knowledge on Leadership Agility is not supported. The hierarchical model maps nine key components of Human Capital Agility into six levels, separating foundational drivers such as attitudes and predisposition from higher-level outcome capabilities such as generative behavior, responsiveness, adaptability, and resilience. These findings provide an integrated and empirically grounded Human Capital Agility model that offers both a causal explanation and a practical roadmap for strengthening human capital capabilities in construction projects. Full article

This study examines how digital transformational leadership (DTL) drives superior and enduring organizational performance through the mediating roles of organizational agility (OA) and digital transformation (DT) while assessing the contingent moderating role of digital culture (DC). Anchored in the Resource-Based View (RBV), the study conceptualizes DTL as a strategic intangible capability that enables the orchestration of digital and agile resources into sustained performance outcomes in digitally turbulent environments. Data were collected from 284 senior and middle managers across 13 Palestinian commercial banks—a highly regulated sector undergoing intensive digital pressure in an emerging-economy context—using an online survey. The proposed relationships were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4.0. The results reveal that DTL significantly enhances both OA and DT, which in turn contribute positively to organizational performance. OA and DT operate as both independent and sequential mediators, uncovering a multistage capability-building pathway through which leadership fosters long-term adaptability and resilience. The findings further indicate that digital culture conditions the effectiveness of leadership-driven transformation, shaping how digital initiatives consolidate into enduring organizational routines rather than short-term efficiency gains. By reframing sustainable transformation as the continuity of organizational performance through agility, digital renewal, and cultural alignment—rather than as an ESG outcome alone—this study refines RBV boundary conditions in digital contexts. The study contributes theoretically by clarifying how leadership-enabled capabilities generate sustainable competitive advantage and offers actionable managerial insights for cultivating agility, embedding digital transformation, and strengthening cultural readiness to support long-term organizational resilience. Full article

The upstream oil and gas (O&G) industry faces persistent challenges, including volatile oil prices, declining reserves, and the increasing prominence of renewable energy sources. In response, the Indonesian government has set an ambitious target to increase national O&G production by 70% by 2030. This goal requires upstream O&G producers to adopt innovative approaches that enhance performance and resilience. This study emphasizes organizational agility as a critical capability for organizations in VUCA environments to remain resilient and competitive. This study examines the influence of relevant agility enablers on Indonesian upstream O&G, ensuring that no critical factors are overlooked in the implementation of agility. The human–technology–organization (HTO) framework was used to conceptualize and examine its role in supporting organizational agility. Data were collected from 103 managerial-level respondents representing 27 producer companies representing more than 75% of Indonesia’s overall O&G production. PLS-SEM was employed to examine whether relationships existed among predictor variables and organizational agility. The results highlight HTO, leadership, and innovation capacity as significant enablers of organizational agility. This study contributes theoretically and practically by integrating the HTO framework into the agility discourse and offering a comprehensive view of agility enablers that foster transformation, resilience, and sustainability of Indonesia’s upstream O&G sector. Full article

The study assesses how effectively succession planning and talent management facilitate the establishment of organizational agility, as well as the moderating influence of organizational learning in the context of Saudi-based banking and finance sectors. Based on the Resource-Based View theory, the study indicates that learning culture and human capital are very important as primary sources of competitiveness in turbulent environments. A stratified sampling was used in the data gathering of 400 respondents and the partial least squares structural equation modeling (PLS-SEM). The result shows that there is a positive and statistically significant relationship between succession planning and organizational agility, and, therefore, a consistent stream of leadership makes an organization more adaptable and resilient. On the other hand, talent development was negatively correlated with agility, which implies that the existing training practices do not match agility needs. Representatives of organizational learning moderated the succession planning–agility, leadership readiness, and adaptability relationship in a positive manner, but moderated the talent development–agility relationship in a negative manner, which implies that the organization has a disconnection between learning and talent strategies. It highlights the necessity to redesign HR practices to make them agile, promote the development of adaptive leadership and a culture of learning, and introduce flexible talent policies. This knowledge adds to the theoretical discussion of the dual nature of organizational learning as a facilitator and constraint as well as providing practical ways to enhance competitiveness in dynamic financial markets. Full article