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on Economics of Strategic Management |
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Issue of 2026–10–05
seven papers chosen by João José de Matos Ferreira, Universidade da Beira Interior |
| By: | Claude Chien Hung Liu (Audencia Business School) |
| Abstract: | The purpose of this study is to investigate how organisational learning enhances performance in big data analytics (BDA)–artificial intelligence (AI) environments by integrating institutional theory and the knowledge-based view. Specifically, it examines the influence of competitive pressure and data-driven culture (DDC) on performance through organisational learning (OL), and whether analytics talent capability moderates the learning–performance relationship. Design/methodology/approach This study surveyed 374 Chinese managers and IT leaders involved in BDA–AI across industries. Data were collected via an online platform using a seven-point Likert scale. The research model was tested with PLS-SEM (SmartPLS 4.0) and 5, 000 bootstraps, controlling for firm size, industry type and common method bias. Findings The study finds that a DDC influences organisational performance only indirectly through OL. Competitive pressure (CP) positively impacts OL, which strongly improves performance. Additionally, BDA–AI analytics talent significantly moderates the OL–performance link, indicating that greater talent enhances an organisation's ability to translate learning into better performance outcomes. Research limitations/implications This study reveals that a DDC improves organisational performance only when mediated by OL, providing important insights for institutional theory and the KBV. It challenges the assumption that culture alone drives performance, emphasising the essential role of learning in converting knowledge into strategic value. Additionally, BDA–AI talent significantly moderates the learning–performance relationship, highlighting the critical influence of human capital. Future research should examine the interplay of institutional pressures, learning capabilities and talent in data-intensive contexts. Practical implications Organisations must foster a DDC, invest in analytics talent and support continuous learning to maximise BDA–AI benefits. Data-based decision-making, upskilling and interdisciplinary training are essential. Without skilled talent, learning processes falter. Aligning culture, learning and talent is key to driving innovation, adaptability and sustained performance in data-intensive environments. Originality/value This study offers a novel perspective by integrating institutional theory and the knowledge-based view to examine how external pressures and internal capabilities jointly influence performance in BDA–AI adoption. It uniquely highlights OL as a core mechanism and introduces BDA–AI talent capability as a key moderator. Addressing a gap in existing research, the paper emphasises that technology alone is insufficient – organisational processes and human capital are essential for realising AI's strategic value, offering both theoretical and practical contributions to the field. |
| Keywords: | organisational performance, knowledge-based view (KBV), organisational learning, big data analytics and AI (BDA-AI), New institutional theory big data analytics and AI (BDA-AI) organisational learning knowledge-based view (KBV) organisational performance, Artificial inteligence, Organisational performance, Knowledge-based view (KBV), Organisational learning, Big data analytics, New institutional theory |
| Date: | 2026–01–09 |
| URL: | https://d.repec.org/n?u=RePEc:hal:journl:hal-05740653 |
| By: | Burić, Ema; Čavalić, Admir; Hadžić, Faruk |
| Abstract: | In the context of increasing global competition and rapid technological change, talent management has become a strategic imperative, especially for small and medium-sized enterprises. This paper first explores the importance of talent management and its relevance in a dynamic business environment shaped by digital transformation and artificial intelligence. Through desk research, it is demonstrated that effective talent strategies are becoming essential for innovation, adaptability, and long-term competitiveness. Building on these findings, the paper presents five case studies conducted in 2023 across diverse service enterprises, including banking, retail, IT, hospitality, and market research. The aim was to provide a deeper insight into the actual forms of implementation, practices, and challenges that organizations face in the process of talent management. The results indicate that while the importance of talent management is widely acknowledged, it is rarely implemented as a comprehensive, integrated system. Instead, SMEs tend to focus on isolated activities, often lacking strategic alignment. The paper concludes that in BiH there is a strong need for greater promotion of talent management as a strategic priority. To achieve meaningful and sustainable results, SMEs should move beyond fragmented efforts and adopt a comprehensive talent management model. |
| Keywords: | talent, talent management, talent management strategy |
| JEL: | O15 J24 M12 |
| Date: | 2025 |
| URL: | https://d.repec.org/n?u=RePEc:zbw:esconf:343369 |
| By: | Saverio Barabuffi; Jacopo Cricchio; Alberto Di Minin; Guido Pialli |
| Abstract: | Knowledge spillovers have largely been studied as unintended externalities diffusing through geographic proximity, while deliberate interregional networks have been examined mostly through co-inventor ties rather than the scientific layer carried by co-authored publications. This study asks whether spillovers from interregional AI-related co-publications increase regional AI patenting, and whether the ownership composition of regional R&D shapes the capacity to capitalize on them. Using a network-econometric approach across 26 Chinese provincial-level regions from 2006 to 2020, we find that co-publication spillovers foster AI patenting, but the returns concentrate almost entirely in regions where privately owned enterprises dominate R&D, reinforcing regional divergence. |
| Date: | 2026–09 |
| URL: | https://d.repec.org/n?u=RePEc:arx:papers:2609.26604 |
| By: | Claude Chienhung Liu (Audencia Business School) |
| Abstract: | This study examines how Big Data Analytics Capability (BDAC) creates strategic business value by enabling value-creation mechanisms. Design/methodology/approach This study used a quantitative survey approach via a Chinese research firm with the largest panel database. All questionnaires were translated and back-translated by bilingual experts; ambiguous items were refined following a pilot (n = 55). A pilot study (n = 55) and a main survey (n = 408) were conducted among Chinese firms adopting big data. PLS-SEM with 5, 000 bootstraps tested relationships among BDAC, value creation mechanisms (VCMs) and strategic business value. Common method bias was assessed and found to be non-significant. Findings This study finds that BDAC drives strategic value creation through the interconnected effects of its core components – technology, talent and management capabilities. The results reveal that these components work synergistically to enhance VCMs, translating analytics potential into tangible strategic benefits and strengthening firms' competitive advantage in dynamic business environments. Research limitations/implications Prior research applying OIPT to BDAC emphasised resources or direct performance effects. This study adopts a process-oriented view, framing BDAC as an enabler of VCMs like transparency, predictive modelling and adaptation. By testing mediating VCM, it validates BDAC interdependence and distinguishes functional versus symbolic outcomes, extending OIPT-BDAC understanding. The study's sample is limited to Chinese firms, restricting generalisability. Additionally, cross-sectional data limits insights into the long-term impact of strategic business value. Practical implications The study shows that investing in analytics talent and innovating value-creating mechanisms produces the largest returns from BDAC; technology investments alone are insufficient. Managers should operationalise value-creation mechanisms – data transparency, predictive modelling and proactive adaptation – and track both functional and symbolic KPIs. Originality/value This study advances the understanding of BDAC by positioning it as an essential enabler of value-creating processes rather than a direct source of value. Drawing on organisational information processing theory (OIPT), the research highlights how BDAC supports value-creation processes — data transparency, predictive modelling and proactive adaptation – that improve a firm's ability to respond in complex environments. Additionally, the study offers practical guidance for firms adopting big data analytics, stressing that the strategic value of BDAC lies in addressing organisational information processing needs to reduce uncertainty and improve decision-making outcomes. |
| Keywords: | Dynamic capability views, Value Creation Mechanisms, Strategic Business Value |
| Date: | 2025–12–08 |
| URL: | https://d.repec.org/n?u=RePEc:hal:journl:hal-05740643 |
| By: | Umihanić, Bahrija; Smajlović, Selma; Lukić, Irena |
| Abstract: | The aim of this paper is to examine the role of entrepreneurial orientation as a multidimensional strategic capability and its effect on firm performance in Bosnia and Herzegovina. Grounded in a theoretical framework that conceptualizes entrepreneurial orientation as a dynamic construct composed of five dimensions - innovativeness, proactiveness, risk-taking, autonomy, and competitive aggressiveness, the research explores relationships between these dimensions and both financial and non-financial performance outcomes. Empirical data were collected using a structured and validated questionnaire administered to managers and owners of 73 enterprises of different sizes across various sectors. Data were analyzed using descriptive statistics, reliability tests, and multiple regression techniques using the SPSS software package. Findings show that the overall entrepreneurial orientation positively and significantly influences firm performance. At the dimension level, autonomy and competitive aggressiveness emerged as particularly important predictors: autonomy is most strongly associated with non-financial outcomes such as customer loyalty, reputation, and process flexibility, while competitive aggressiveness is most closely linked to improvements in financial indicators. Innovativeness, proactiveness, and risk-taking also contribute positively to performance, albeit with more modest incremental effects. The paper contributes theoretically by clarifying the relative role of entrepreneurial orientation dimensions in a transitional economy context and offers practical implications for managers and policymakers, particularly regarding leadership development, organizational design, and policies that foster an entrepreneurial climate to strengthen firm competitiveness. |
| Keywords: | entrepreneurial orientation, business performance, innovativeness, autonomy, competitive aggressiveness |
| JEL: | L25 L26 M12 O3 |
| Date: | 2025 |
| URL: | https://d.repec.org/n?u=RePEc:zbw:esconf:343870 |
| By: | Roche, Maria P.; Choudhury, Prithwiraj; Larson, Barbara; Ter Wal, Anne L. J. |
| Abstract: | Do organisations need mandatory return-to-office policies to foster creativity and innovation? This article evaluates that question through a balance synthesis of arguments presented in a live debate at the 2025 DRUID conference. The argument in favour of office mandates highlights that sustained and predictable patterns of co-presence enable the knowledge spillovers, tacit knowledge exchange, serendipitous encounters, intimate co-creation, and cultural cohesion that are critical to creativity and innovation. The case against such mandates stresses their potential costs, including reduced autonomy, psychological reactance, weaker motivation, homophily, and the risk of mistaking presence for effective collaboration, especially given the growth of distributed innovation and given that remote work allows firms to tap into distant talent. Our collective assessment is that co-presence clearly matters for creative and innovative work. The evidence presented during the debate does not clearly support the stronger claim that the threshold must be a majority of working time, or that the policy instrument must be a mandate. We conclude that the key challenge is not simply where people work, but how organisations facilitate interaction and collaboration across modes of work. |
| Keywords: | creativity;innovation;remote work;office mandates;collaboration;organization |
| JEL: | O31 O32 M54 D83 J81 |
| Date: | 2026–09–22 |
| URL: | https://d.repec.org/n?u=RePEc:ehl:lserod:141092 |
| By: | Iglika Gueorguieva Kirilov (ESTA - École Supérieure des Technologies et des Affaires, ELLIADD - Edition, Littératures, Langages, Informatique, Arts, Didactique, Discours - UFC (UR 4661) - UMLP - Université Marie et Louis Pasteur); Sylvain Sagot (ESTA - École Supérieure des Technologies et des Affaires, ELLIADD - Edition, Littératures, Langages, Informatique, Arts, Didactique, Discours - UFC (UR 4661) - UMLP - Université Marie et Louis Pasteur); Egon Ostrosi (UTBM - Université de Technologie de Belfort-Montbeliard, ELLIADD - Edition, Littératures, Langages, Informatique, Arts, Didactique, Discours - UFC (UR 4661) - UMLP - Université Marie et Louis Pasteur) |
| Abstract: | Background: Sustainability and digitalization increasingly converge. However, sustainable business model frameworks still offer few tools for guiding how value propositions should evolve once digital twins are adopted. The data needed to compose a value proposition have not been systematically specified. Objective: This study maps how digital twin technology supports the transformation of value proposition in sustainable business model innovation and how the human factor is present in these settings. Design: The Scopus and Web of Science databases were searched for English language papers, and 52 publications linking the digital twin technology and value proposition in the context of sustainable business model innovation were selected. Descriptive and thematic analyses were applied. Results: Of the 52 publications, four dimensions emerge: sustaining and enhancing existing value, market orientation and innovation, interaction dynamics, and triple bottom line and cultural impact. The human factor (competence, trust, organizational readiness, culture and leadership) is the condition under which these effects are realized, with decision-making remaining humanled but data-driven. The required strategic data flows are systematized and synthesized into five propositions. Conclusions: Transforming traditional businesses through digital twins requires broadening what a sustainable, customer-centric value proposition must encompass, grounded in granular data and human-led decision-making supported by new competences. |
| Keywords: | digital twin, sustainable business model innovation, value proposition, human factor |
| Date: | 2026–09–16 |
| URL: | https://d.repec.org/n?u=RePEc:hal:journl:hal-05752948 |