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The objective of this paper was to present a dynamic resource orchestration framework as a source of organizational resilience through blended orchestration of the firm's dynamic and static resources to generate sustained value during disruptive shocks. We adopted an integrative literature review methodology and proposed a dynamic resource orchestration framework as a managerial option to create and sustain firm value. Conceptually, a dynamic resource orchestration framework was presented as the integration of firm resources and managerial capability. We proposed dynamic resource orchestration as a model input impacting organizational resilience through the combined effects of resource accumulation, resource orchestration, and managerial capabilities. Through a thorough examination of the literature production anchored on dynamic capabilities framework and organizational resilience, we advanced a perspective that the ultimate source of combined firm resilience and sustainable competitive advantage does not necessarily accrue from the resources at a firm's disposal but by how management dynamically blends and orchestrates the existing resources, thereby creating an optimal source of capability. Our proposed conceptualization was based on the assumption that dynamic capabilities are part of firm resources and, therefore, strategic orchestration of dynamic capabilities leads to superior firm resourcefulness and consequential sustained resilience. We identified gaps and proposed directions for future research.

From various reviews about innovation, this article will discuss technology orientation and innovation capabilities through digital transformation 4.0 in small businesses. There is a need to examine the relationship between the two from a useful perspective about see toward using various studies related to technology orientation and innovation capabilities in the industrial era 4.0. This study aims to increase understanding of technology orientation and innovation capabilities in the context of small businesses through Digital Transformation 4.0 by reviewing the empirical literature. The articles presented can guide further studies related to technology orientation with innovation capabilities so that it can be easily understood by researchers and entrepreneurs among small businesses.

Studies on organizational ambidexterity have mostly ignored social and environmental performance in favour of focusing on financial performance. This study investigated the relationship between organizational ambidexterity and the sustainable performance of SMEs. Financial, social, and environmental indicators were used to measure sustainable performance. The study used the quantitative research method, and the cross-sectional survey method to collect data from 145 respondents. A self-administered questionnaire was utilized throughout the data-collection phase of the study. Descriptive statistics, Pearson correlation, and regression analysis were used for data analysis. The results indicated significant positive relationships between organizational ambidexterity and SMEs' financial, social, and environmental performance. The study recommends that agencies that support small businesses should organize seminars to train and educate SME owners on organizational ambidexterity and sustainable performance. The results of this study can assist small business owners in continuing to educate themselves and their staff about organizational ambidexterity. The study recommends that agencies that support small businesses should organize seminars to train and educate SME owners on organizational ambidexterity and sustainable performance.

This study analyzes the relationship between knowledge sharing, absorptive capacity, and innovation ability to competitive advantage in Cafe and Modern Restaurant in Yogyakarta, Indonesia. This study is designed as a quantitative study with primary data obtained through the distribution of questionnaires. The population in this study was 1056 modern cafes and restaurants in Yogyakarta. Purposive sampling was conducted, and a sample of 213 respondents was selected from 89 modern cafes and restaurants in Yogyakarta that have adopted digital and have more than 500 Instagram followers. This study limits the sample to three positions: owner, manager, and supervisor. The data collected were analyzed using the structural equation model method using AMOS 24 software. This study indicates that knowledge sharing is an essential factor in increasing innovation ability and has been shown to significantly affect absorptive capacity and competitive advantage. This research also shows that innovation and absorptive capacity positively affect competitive advantage. The study results may help managers or owners of café and modern restaurants in Yogyakarta improve and develop innovation and competitive advantage in café and modern restaurants through knowledge sharing and absorptive capacity.

This study aims to examine the effect of entrepreneurial orientation, knowledge management, and innovation on organizational performance. This study uses explanatory research with a quantitative approach. The population in this study was made up of Malang City consumer cooperatives. The study employed the purposive sampling technique. The sample in the study was 60 consumer cooperatives. Data was collected through surveys, documentation, and the use of Likert scales to test instruments. The data was analyzed using Structural Equation Model Partial Least Squares (SEM-PLS) modeling. The results of this study indicate that entrepreneurial orientation and knowledge management can directly improve organizational performance. However, unlike knowledge management, entrepreneurial orientation cannot increase innovation. Organizational performance can be directly improved by innovation. Innovation is unable to mediate between entrepreneurial orientation and organizational performance. However, innovation is able to mediate the relationship between knowledge management and organizational performance. The findings of this study suggest that consumer cooperatives in Malang City can improve organizational performance by optimizing entrepreneurial organizations and knowledge management.

This paper examines the Resource-Based View (RBV) and the Theory of Firm Heterogeneity to clarify their theoretical boundaries and enhance their explanatory power. It addresses key limitations of RBV, including endogeneity, tautological reasoning, and limited attention to contextual influences, and examines how digital technologies and artificial intelligence (AI) reshape strategic resources and firm heterogeneity. The study employs a systematic review of the strategic management literature. It synthesises the core assumptions of RBV with insights from firm heterogeneity, evolutionary theory, and capability-based perspectives to assess how internal resources, contextual factors, and technological capabilities shape competitive advantage. The review indicates that RBV and the Theory of Firm Heterogeneity provide complementary explanations of persistent performance differences among firms. Competitive advantage depends not only on heterogeneous resources but also on firms' ability to adapt, integrate, and deploy these resources in response to changing environmental and institutional conditions. Digital transformation and AI further amplify firm heterogeneity by creating differences in technological capabilities and innovation capacity. The paper advances the strategic management literature by integrating RBV with the Theory of Firm Heterogeneity, offering a more comprehensive explanation of sustained competitive advantage. It demonstrates how digital technologies and AI reshape strategic resources and identifies future research opportunities in contextual influences, capability development, and technology-driven competitive advantage.

The research aims to explore the impact of digital platform integration and reconstruction capabilities on organizational agility (mediator) and ESG performance of small and medium size enterprises of Pakistan. The study also examines the moderating role of technology uncertainty between digital platform capabilities and organizational agility that further leads to ESG performance. Data is collected from 300 firms while industries include; IT, Manufacturing, Textiles, Electronics, and Automobile in eight big cities of Pakistan and the respondents are middle and senior managers. Data was analyzed using the software; SPSS (reliability analysis) and R Studio (version 4.5.2), Structural Equation modeling (SEM) and regression Analysis. The study used Resource-Based View and Dynamic Capability Theory to see the role of digital platform capabilities, organization agility and uncertain technology conditions’ on ESG. The findings of this research are that such organizations with agility perform better on the ESG dimensions. First, this study takes a capability perspective to explore the impact of digital platform integration and reconstruction capability on Organizational agility, which extends the related studies taking digital perspective. Second, the inner mechanism between organizational agility and firm ESG performance is revealed where organizational agility works as a bridge for ESG performance. Third, the relationship between digital platform capabilities and organizational agility is exposed by the moderation of technology uncertainty. Where technology uncertainty positively moderates the relationship between digital platform capabilities and organizational agility.

The study focused on assessing how the level of adoption of four Absorptive Capacity(AC)  dimensions as a driver of strategic technological change has contributed to sustainable performance of firms operating in the insurance sector  in Kenya. The conceptualization of the study was informed by the postulates of three theoretical frameworks; the Model of Absorptive capacity, Resource Based View( RBV) and Knowledge Based view (KBV)  with four hypotheses testing the effect of each of the four dimensions of AC on sustainable performance of the insurance firms. A descriptive survey design was adopted to obtain data from a target sample of 224 respondents representing heads of units actively involved in roles associated with AC in  56 Insurance firms. The study registered a response rate of 83% with the respondents demonstrating demographic characteristics indicating adequate industry work experience and education levels. The dimensions of Absorptive Capacity aligning to strategy implementation and strategic choice were adopted to a higher extent compared to those aligning to strategic thinking aspects touching on strategy formulation. Though all the four dimensions had a significant positive effect on sustainable performance, those aligning towards strategic choice and implementation had a higher effect on sustainable performance than those aligning towards strategic thinking. The study concluded that the four dimensions of AC are suitable drivers of strategic technological change in the manner in which their attributes  speak to the three strategic management processes of strategic planning(formulation), choice and implementation. The study calls on future research to extend the implications of the findings reported by providing more plausible explanations to the dilemmas revolving around the low adoption of the AC dimensions aligning towards strategic thinking and its subsequent effect on sustainable performance using objective data on the dimensions of AC.

This study investigates the impact of knowledge management on innovation in Tunisia's banking sector through a survey of salaried executives. The results indicate a strong positive relationship, emphasizing that key components—knowledge acquisition, application, and sharing—drive both administrative and technical innovation. Effective knowledge management allows organizations to adapt to market trends and enhance business processes. Knowledge sharing fosters an innovative environment for idea creation. Therefore, organizations, especially banks aiming to boost innovation, should prioritize sustainable knowledge management to gain a competitive edge and become more agile in a fluctuating economy.

This research investigates how dynamic capabilities contribute to improving public sector performance and the degree to which strategic management facilitates their implementation. This research employs Dynamic Capabilities Theory (DCT) to assess the impact of sensing (identifying and interpreting opportunities and threats), seizing (mobilising resources to capitalise on opportunities), and transformation (realigning structures, processes, and assets to adapt to change) on organisational performance. A quantitative, non-experimental correlational research design was utilised, employing structured surveys from 193 respondents in key public energy sector enterprises in Malawi. The findings indicate that sensing and transformation capabilities substantially improve performance, while seizing capability alone does not exert a direct influence unless combined with other strategic processes. The interplay between sensing and seizing underscores the necessity for public enterprises to both identify opportunities and implement effective actions in response. Organisational capability has emerged as a vital factor, highlighting the significance of workforce competence and institutional adaptability in enhancing performance. This study advances the theory of DCT by illustrating its relevance in public sector governance constraints and presents a quantitative framework for evaluating dynamic capabilities. Policy recommendations involve enhancing seizing capability by overcoming internal bureaucratic obstacles, promoting an adaptive organisational culture, advancing leadership development, and incorporating data-driven decision-making. These measures aim to empower public enterprises to effectively manage complexity, increase responsiveness, and attain