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The purpose of this paper is to advance knowledge by exploring how small and medium enterprises (SMEs) search for external knowledge in their open innovation processes, and how the search can be advanced.

This exploratory research employs a qualitative multiple case study design. A literature review of open innovation in SMEs and external knowledge search is used to build the premises of this study. Semi-structured interviews with eight SMEs are employed to collect subsequent exploratory empirical data.

This exploratory study revealed that SMEs adopted a combination of cognitive and experiential search heuristics where cognitive search was practiced during the innovation research process when searching for external knowledge, whilst experiential search was practiced during the innovation development process. Concerning the search space, this study found that SMEs mainly explored local knowledge, and occasionally pursued distant knowledge when confronted with complex problems. The reason for the above behavior was explained to be related to the reduction of costs and risks associated with innovation activities.

External knowledge plays a pivotal role in open innovation. Although extant studies have shed some light on how large firms search for external knowledge, however, it is not clear how SMEs search for external knowledge. Moreover, this study focuses on learning about both the search space and the search heuristics at both the research and the development stages of the innovation process.

The research aims to understand the co-existence of nimbleness and resilience in a continuous digital transformation, along with the dynamic capabilities needed to balance the challenges of their co-existence.

The current study draws on dialogical action design research (D-ADR) to investigate interactions among practitioners and executives. Data are collected from a major Australian financial services organisation (FSO) and many international experts.

The study presents a framework, the continuous transformation model (CTM), to describe digital transformation within an FSO context, emphasising nimbleness and resilience as its foundational pillars. This framework facilitates the identification of the critical role of organisational capabilities in managing continuous digital transformation, supported by dynamic IT capabilities. More importantly, the findings underscore how these capabilities enable managers to effectively balance the coexistence of nimbleness and resilience.

The CTM contributes to the enterprise information systems literature by offering a coherent understanding of balancing resilience and nimbleness to succeed in digital transformation. In particular, the research model elucidates the relationship between dynamic capabilities and continuous digital transformations.

Digital transformations are not a one-off exercise. Managers in the FSO context must cultivate their organisational capabilities to achieve nimbleness and resilience during their digital transformation journey.

The relationship between dynamic capabilities and continuous digital transformation sheds light on establishing successful management processes within FSOs.

The purpose of this paper is to provide an evaluation of the existing state of practice in knowledge sharing in university libraries.

This is survey research which is based on an electronic questionnaire.

Results reveal that the majority of libraries investigated are quite friendly towards knowledge sharing, and the majority of librarians value the importance of knowledge sharing. Results also confirm that the knowledge that they mostly use is mainly intangible knowledge.

If knowledge‐sharing requirements of librarians while collaboratively performing reference and information services can be acknowledged, guidelines for enhancing conceptual collaborative process would be suggested.