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This conceptual theory-building study examines how African FinTech organisations navigate volatility, uncertainty, complexity and ambiguity (VUCA), using Mukuru as a paradigmatic single case. It develops the Mukuru Ambidextrous Strategic Emergence Model (MASEM) by integrating Entrepreneurial Orientation, Strategic Agility, Organisational Ambidexterity, Chaos Theory and Strategic Decision-Making Theory. Using secondary evidence, longitudinal organisational analysis and abductive cross-theoretical synthesis, the study explains how Mukuru combines exploitation of established remittance and agent-network capabilities with exploration of digital innovation. The analysis identifies multidexterity, the orchestration of multiple, potentially contradictory business models across heterogeneous regulatory settings, as a key capability linking strategic agility to sustained emergence. MASEM conceptualises VUCA pressures as external conditions, entrepreneurial and adaptive capabilities as the strategic core, responsible AI and green digital finance as enabling capabilities, and resilience, inclusion and antifragility as intended organisational outcomes. The model is conceptual rather than empirically validated; accordingly, future research should test its constructs and causal relationships across multiple African FinTech organisations. The study contributes an Africa-centred framework and practical guidance for managers seeking to align innovation, governance, sustainability and regulatory adaptability under persistent environmental turbulence.

Small to Medium Enterprises (SMEs) are essential to global economic development. However, they frequently encounter strategic and innovative challenges stemming from limited resources, unpredictable environments, and informal planning processes. This integrative review examines the interconnected roles of design thinking, strategy formulation, and innovation within the context of SMEs. The study investigates how design thinking—a human-centered, iterative problem-solving methodology—can enhance the strategic agility and innovation capacity of SMEs by drawing on multidisciplinary literature. Grounded in the Dynamic Capabilities Theory, the review emphasizes how design thinking enables SMEs to identify opportunities, implement innovations, and adapt their operations through the development of flexible strategies. Key themes explored include the democratization of strategic planning, the facilitation of cost-effective innovation, and the establishment of feedback loops that align business objectives with changing market demands. The review also identifies significant gaps in empirical research and underscores the necessity for context-sensitive approaches tailored to SMEs in developing economies. The findings present practical implications for SME managers and policymakers, advocating for the incorporation of design-led thinking within strategic and innovation processes to foster resilient, customer-centric enterprises. 

The aim of the paper to investigates the reason for business failure using Nokia as a case study. The paper applies the explanatory conclusive research design since there are cause and effect relations that seek to provide a better understanding of the reasons for the market failure. The mobile manufacturing sector is the most interesting and innovative of all in the “Information & Communications Technology” sector (ICT). Nokia was once known as the market’s dominant company, leader, and pacesetter until it underwent a tremendous market failure. The aim of this research is to shed light on Nokia’s failure in the market due to its complacency & fear of change, lack of innovation moving too slowly in terms of being too late in making decisions & inventing of the iPhone. Paper elaborately discusses and analyses the failure reasons supported by a literature review in addition to the characteristics of this industry and its market structure. Finally provide advice for business makers

Covid-19 has deeper effects on our current understanding of business strategy and its implementation. Strategic management practices became more mandatory. In fact, it is a continuous process exploiting the opportunities for the sake of competitive advantages. From the aviation industry to retail, the new normal will continue to affect the value chain process of traditional companies. As a case in this study, Walmart is a well-known company with its cost leadership strategy. Cost is controlled by its most efficient value chain system, which includes all the activities from the buying of raw material to sending a product to the market. This efficient working approach and cost leadership strategy of the organization make it competitive across the globe. The company has a hand on to deal with the challenges from the internal and external environment due to changing technology and people demand. This literature-based study tries to cover the business strategy of Walmart, especially the low-cost leadership strategy and management activities in the value chain system.