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This study investigates the roles of market, technology, and management system-related adaptive capability variables on a firm’s manufacturing adaptive capability. In addition, the study examines the effects of a firm’s manufacturing adaptive capability on its effectiveness. Further, this study tests the moderating role of organizational redundancy on the relationship between the market, technology, and management system-related adaptive capabilities and the overall manufacturing adaptive capability of a firm.

This study utilizes questionnaire-based research to test the suggested hypotheses by gathering related data from 59 manufacturing firms.

This study determined that a firm’s technology and management system-related adaptive capability positively relates to firm's manufacturing adaptive capability. Further, market adaptive capability influences manufacturing adaptive capability via the levels of technology and management system-related adaptive capabilities. Manufacturing adaptive capability is also found to be positively associated with organizational effectiveness, and resource redundancy positively moderates the relationship between management systems adaptive capability and manufacturing adaptive capability. Conversely, resource redundancy negatively moderates the relationship between technology adaptive capability and manufacturing adaptive capability. Finally, this study demonstrates that information redundancy does not moderate the desired relationship between all the adaptive capability-related variables for firms.

This study has some limitations inherent in survey design, mainly for both convenient sampling and country context.

This study suggests that management should improve firm’s manufacturing adaptive capability to enhance firm's overall effectiveness. For that purpose, managers should consider the interrelationships between the market and a firm’s technology, management system, and manufacturing-related adaptive capabilities. Management should also consider the importance of using resource-related redundancy to leverage the relationship between a firm’s management adaptive capability and manufacturing adaptive capability. At the same time, management should be aware of certain reverse effects of resource redundancy on both technology adaptive capability and the manufacturing adaptive capability linkage of a firm.

This study expands the understanding of the adaptive capability of firms by examining how manufacturing adaptive capability can be further enhanced. The study also offers a model for the potential relationships that develop between different aspects of organizational adaptive capability by applying the contingency role of organizational redundancy variables.

This study investigates the mediating role of organizational change capacity (OCC) in the relationship between the perception of extreme contexts and firm product and process innovation, which was not empirically investigated in the literature. In addition, this study explores the moderating role of the perception of extreme contexts-related variables, which were not operationalized in ordinary firms, on the relationship between OCC and firm product and process innovation.

A questionnaire-based research was conducted to test the suggested hypotheses. The data were gathered from 90 firms during the peak period of COVID-19.

This study shows that OCC, which covers contexts, process and learning dimensions, fully mediates the relationship between the perception of extreme contexts and firm product and process innovation. Also, this study discovers that the perception of extreme contexts, including temporal ordering of extremity, the magnitude of consequences, proximity among people and operational deficiencies, positively moderate the relationship between OCC and firm product innovation.

This study has constraints inherited in survey design, primarily sampling and country context.

This study identifies, conceptualizes and operationalizes the term extreme context, conceptually argued for particular organizations/units in ordinary/mundane organization settings so far. In addition, this study extends the current understanding of how the perception of extreme contexts interacts with a firm's capability to increase innovation efforts. Further, this study shows how OCC mediates the relationship between extreme contexts and firm product and process innovation.

This study aims to investigate marketing capabilities that represent the marketing mix from an adaptive perspective: brand management, customer relationship management, price management and multi-channel management. Also, this study identifies how adaptive marketing capabilities (AMCs) enrich superior innovativeness and speed-to-market regarding innovation orientation and marketing orientation as the two critical functions.

A questionnaire-based research was performed to test the proposed hypotheses. The data were collected from predominately marketing or research and development managers/senior specialists in 247 firms.

Strategic orientations that cover market and innovation orientation facilitate a firm’s AMCs, positively affecting its innovativeness and speed-to-market. Also, AMCs mediate the relationship between strategic orientations, and innovativeness, and speed-to-market. Further, this study confirms the complementary association of AMC-related variables in enhancing firm innovativeness and speed-to-market.

This study is subject to the limitations inherent in survey design, particularly convenient sampling and single informants.

This study broadens understanding of dynamic capabilities theory by examining how marketing capabilities can be enhanced and examined from an adaptive perspective for firms. This study also presents a model for the potential relationships among strategic orientations, AMCs, innovativeness and speed-to-market.

Changing customer demands, needs and desires; emerging technologies; and increasing competition among firms force software development teams to develop and then implement new software projects to satisfy their customers and become more competitive in their marketplace. In this respect, knowledge sharing is critical for project success. However, although knowledge sharing among team members has been investigated by many researchers, knowledge sharing barriers among people have rarely been addressed in project teams in general and software development teams in particular. Thus, the purpose of this study is to investigate knowledge sharing barriers in the software development team context and develop solutions that can overcome these barriers.

An exploratory multiple case design was used to explore why software team members in Turkey may be reluctant to share knowledge. In this study, the authors conducted 18 in-depth and on-site semi-structured interviews and then employed content analysis, which uses a set of procedures to make valid inferences from text, to discover knowledge sharing barriers.

By interviewing 18 Turkish project team managers, the authors identified knowledge-, individual- and organization-related knowledge sharing barriers among team members. They also demonstrated solutions for the knowledge sharing hesitation among team members based on the experiences of project team managers.

Some methodological limitations exist in this study. Specifically, the generalizability of the sampling limits the study, which was conducted in a specific national context, Turkish firms in general and the Istanbul district in particular. It is important to note that readers should be cautious when generalizing the results to different cultural contexts. In this regard, a Turkish sample involving the Istanbul district, like that of any culturally bound research, imposes some constraints on the interpretation and application of the results. The study was conducted with in-depth interviews of only 18 managers working in seven companies. Also, this study was performed on system development teams. The results should be confirmed with more samples and different project sets.

In this study, the authors discover the reasons for knowledge sharing reluctance among team members and some solutions that will eliminate knowledge sharing problems by using case studies. The results show that the reluctance of team members arises from obstacles, which are knowledge-, individual- and organization-related. Also, the conclusions demonstrate that knowledge sharing barriers can be resolved by establishing project leadership, creating a knowledge sharing culture and considering team members’ emotions.

The present study investigated whether reluctance to share knowledge derives not only from individual barriers but also from organization- and knowledge-related barriers in a project team context. The authors discovered that knowledge sharing barriers can be resolved by establishing project leadership, creating a knowledge sharing culture and considering team members’ emotions.

The authors report on their findings from an ongoing seven‐year research project on the intersection of entrepreneurship, marketing and technology. The focus of their research is to identify factors that lead to better, faster and less expensive new product and service development. The present study investigates new product development practices in high‐technology small‐to‐medium enterprises (SMEs), including electronics and computer, biotechnology, military software, space, and electronic machinery companies. Gathering data from 60 new product development projects, the authors found that successful project teams perform certain practices better than unsuccessful ones. These include project visioning, process proficiency, management support, documentation systems, established project deadlines, team processes, and communication. Further, the authors identified critical success factors in the new product development projects as process proficiency, effective filing system, an established project deadline, information coding, and reduced formal communication within teams.

Speed‐to‐market is cited as being vital in today’s competitive, uncertain and turbulent environments. To help companies in their quest for speed in new product development, many tools and techniques have been developed. One of the these techniques – team improvisation – is receiving a great deal of attention in both practice as well as theory. However, we know surprisingly little about improvisation in a new product development context. In this paper, we extend previous team improvisation models and test them in a new product development context. By studying 354 new product projects, we found that team improvisation has a positive impact on speed‐to‐market under turbulent markets and technology conditions, and there are some mechanisms that can facilitate a team’s ability to improvise, such as team stability and teamwork. We also found that having a clear project goal will detract from a team’s ability to improvise.

Organizational learning and unlearning is a popular and important topic in business as well as academia. Even though there is a plethora of studies on organizational learning, surprisingly little is known about the conceptualization and operationalization of organizational unlearning. The purpose of this paper is to discuss organizational unlearning based on the organizational change and memory literature enhancing the organizational learning and change scholarship.

It is argued that unlearning is conceptualized as organizational memory eliminating, and is operationalized as changing beliefs and routines covariates in organizations. This is followed with a discussion of unlearning types, specifically, reinventive, formative, operative and adjustive, which are contingent on the environmental conditions. Finally, future research suggestions are proposed to leverage understanding on unlearning in the literature.

Shows that organizations first need to unlearn established beliefs and methods which have created rules and competency traps, in order to be receptive to new market and technology information.

This paper is of value in shedding light on the unlearning concept based on the organizational memory and change literature.

As a fascinating concept, the term of organizational memory attracted many researchers from a variety of disciplines. In particular, the content of organizational memory, which involves declarative and procedural memory, found broad research interest in the management literature. Nevertheless, there is sparse research in the management literature on the emotional content aspect of organizational memory. Emotional memory is a less obvious aspect of the organizational memory and should be conceptualized, defined and investigated to enhance the literature on the organizational memory. The purpose of this study is to: define and establish the characteristics of organizational emotional memory; discuss the process of emotional memory in organizations such as how emotional memory can be developed and retrieved, and where it can be stored in organizations; and develop arguments regarding the roles of emotional memory in organizations to enhance the current theory on organizational memory.

This study reviews a variety of literature on the organizational memory and emotions.

This study demonstrated that emotional memory of organizations influences their routines, beliefs and procedures, and management should consider the past emotional experience of organizations to be more innovative.

By introducing the emotional memory process in organizations, this study helps managers to control, regulate or manipulate the recollections of past emotional events to perform effectively.

This study offers a contribution to the management literature by identifying the emotional memory concept and its processes, and presenting a model of interrelationships among emotional memory, declarative and procedural memory. In particular, this study adds new insight to the literature on the emotional life of organizations and offers literature a tool for both understanding and theorizing about emotion in organizations by making emotional memory concept explicit in a multidisciplinary understanding of organizational phenomena, and by providing a framework to clarify how we might conceptualize emotional memory.

This paper aims to unify the fragmented views on organizational intelligence from the perspective of Giddens' structuration theory.

The paper used a case study of a firm, which is a small electronics manufacturing group located in the New England area of the northeast USA. Data were collected by observation, oral histories and through discussion and interviews with organization members.

It was observed that a structuration view of organization intelligence removes the individual/organization level intelligence dichotomy, and integrates the fragmented studies on the epistemology of intelligence, e.g. cognitive, behavioral and social/emotional.

Propositions for further research are formulated. However, findings are derived on the basis of a substantive case study in a particular country. Further, research needs to expand this base to encompass other organizations in a wider range of countries across different cultures.

This paper helps managers to assess and to operationalize organizational intelligence.

This paper proposes a more comprehensive understanding of intelligence in organizations.

This paper aims to examine the impact of a firm's emotional capability on its performance by considering the environmental dynamism, and to enhance the literature on organizational change and competencies.

The study involves a questionnaire‐based survey of managers and employees from a variety of firms operating in Turkey. A total of 356 surveys from 112 firms were received and subjected to moderated multiple hierarchical regression analyses.

The results show that firm emotional capability, which involves the dynamics of encouragement, displaying freedom, playfulness, experiencing, reconciliation, and identification constructs, has a significant effect on the firm's financial performance and organizational effectiveness. Further, that the relationship between emotional capability and firm performance was influenced by the environmental dynamism including changes in industry, competition and consumer.

This study only scratched the surface in the important research area on emotional capability in organizational change management scholarship; hence this requires further empirical research.

This study helps managers to understand the role an organization's skill plays in the management of its employees' emotions in order to increase the firm's performance in changing environments.

The paper explores the emotional perspective of organizational capabilities on a firm's financial performance and organizational effectiveness to increase one's comprehension of successful capabilities‐environment matching, and understanding of the capabilities of firms for continued and effective adaptation.