The Mediating Role of Innovation Capability on the Relationship between Strategic Agility and Organizational Performance

Factors influencing value co-creation in cultural and creative enterprises: An empirical study

The empirical validation of the relationship among the capabilities of cultural and creative enterprises (CCE), customer co-creation value, and enterprise value remains insufficient. Therefore, clarifying the essential capabilities for increasing enterprise and customer value is essential. This study explores the factors that influence value co-creation in cultural and creative enterprises and examines how this influences enterprise and customer value. To measure this, a structured questionnaire was distributed to cultural and creative practitioners in Shanghai, China, and AMOS 24.0 was used for structural equation modelling of the obtained survey data. The results confirm the positive impacts of cooperative innovation capability, customer-linking, and service capability on creating enterprise and customer value. Additionally, the results indicate an interactive relationship between enterprise value creation and customer co-creation value in this context. This study provides management insights for product innovation and to enhance customer service and competitive advantage.

Effects of organizational agility on readiness for change in nurses: A cross-sectional study

AIM

To investigate the correlation between organizational agility and nurses' readiness for change.

BACKGROUND

The paradigm of agility in a healthcare organization is a novel concept that embodies the most advantageous organizational status. However, assessing the effects of organizational agility on nurses' readiness for change has not been previously studied.

METHODS

This cross-sectional study was conducted on 270 nurses working in a university hospital in Egypt. The study took place between January - March 2022, and participation was voluntary. Data were collected using the organizational agility scale and individual readiness for change scales. Data analysis was conducted using descriptive statistics, Pearson correlation, and structured equation modeling (SEM).

RESULTS

The results indicated that nurses in the hospital exhibited a moderate level of agility. Nurses' readiness for change is high. The SEM showed that organizational agility accounted for 64% of the variance in nurses' readiness for change.

CONCLUSIONS

Organizational agility is a significant predictor of nurses' readiness for change.

IMPLICATIONS FOR NURSING POLICYMAKING

As a means of ensuring that nurses are prepared for changes, nursing institutions should foster agility by instilling a vision for the future, enhancing staff capabilities, encouraging teamwork and open communication, and implementing total quality management, strategic planning, advanced nursing practice, participatory management, shared decision-making, and policy development.

The Influence of Knowledge Management Capacities on Pharmaceutical Firms Competitive Advantage: The Mediating Role of Supply Chain Agility and Moderating Role of Inter Functional Integration

This study investigates the factors such as knowledge management capacities and their positive influence on firm competitive advantage or the supply chain agility of the firm and the underlying mechanisms (supply chain agility) that facilitate the firm's performance and leads to firm competitive advantage. It also explores the moderating role of inter-functional integration. We have collected the data from the 308 supply chain managers of pharmaceutical firms in Pakistan and questionnaires were used for data collection with multi-item scales already developed and validated. The findings suggest that knowledge management capacities significantly influence a firm's competitive advantage or supply chain agility. The supply chain agility fully mediates between absorptive capacity, transformative capacity, and firm competitive advantage. Further, supply chain agility partially mediates between inventive capacity and firm competitive advantage. Meanwhile, inter-functional integration moderates the relationship between supply chain agility and firm competitive advantage, with their positive relationship strengthening when inter-functional integration is high. The study provides empirical evidence that knowledge management capacities (such as absorptive capacity, transformative capacity, and inventive capacity), supply chain agility, and inter-functional can be important factors in improving firm performance.

Open innovation as a strategy for collaboration-based business model innovation: The moderating effect among multigenerational entrepreneurs

The aim of this study was to investigate the existence of collaboration-based business model innovation through an open innovation strategy among multigenerational-cohort SMEs in the context of the Thailand setting. This current research identified four key antecedents of open innovation based on resource and capability review. Open innovation is examined in two main strategies: (1) open innovation breadth and depth, and (2) open innovation cooperation. Using survey data from family-owned SMEs in Thailand, we estimate multigroup structural invariance models considering four generational cohorts by age: Generation Z, Generation Y, Generation X, and Baby Boomers. The empirical results indicated that family business owners are more likely to pay attention to innovative human capital and strategic agility among Generation Y and Baby Boomers. Meanwhile, Generation Z, Generation Y, and Baby Boomers tend to understand the importance of strategic agility before they strategize their breadth and depth of open innovation. To execute an open innovation strategy, Generation Z, Generation Y, and Generation X tend to implement a partner-search strategy and then do a cooperation plan. Our findings imply that business practitioners should understand the moderating role of generational cohorts due to their experience age. There are differences among Generation Z, Generation Y, and Generation X when participating in collaboration-based business model innovation using an open innovation strategy.

The Effect of Digital Marketing Strategy on Customer and Organizational Outcomes

This study aims to test the impact of digital marketing strategy as an antecedent on customer outcomes (customer satisfaction, customer engagement, and customer loyalty) and the impact of these three outcomes on organizational outcomes. Twenty-five items are used to measure research variables. These items are developed referring to previous related works: digital marketing strategy, customer satisfaction, customer engagement, customer loyalty, and organizational outcomes. According to the research budget and time constraints, a convenience sampling method was implemented in the data collection process. This study applied structural equation modeling (SEM) to test the research hypotheses through AMOS software.The authors conducted a questionnaire to collect data from a sample of marketing practitioners selected from 10 organizations with a total number of 200 respondents. The total number of returned questionnaires is 187 responses. Eleven questionnaires are excluded due to invalid responses. Thus, 176 questionnaires are used to carry out data analysis. The results underline the significant effects of customer satisfaction, engagement, and loyalty on organizational outcomes. The authors noted that customer satisfaction is the most affected outcome by digital marketing strategy, followed by customer engagement and customer loyalty. Additionally, customer loyalty has the greatest effect on organizational outcomes, followed by customer satisfaction and customer loyalty. The findings showed that enhancing organizational outcomes requires marketing managers consider customer outcomes such as customer satisfaction, customer engagement, and customer loyalty, which are affected by marketing strategies. Marketing managers are requested to pay great attention to their marketing strategy, considering its effects on customer satisfaction and other customer outcomes, like customer engagement and loyalty. Likewise, scholars are required to re-test the current model to identify the mediating role of the outcomes mentioned above in the effect of marketing strategy on organizational outcomes.