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Based on the dynamic capabilities view, the current study aims to empirically investigate the effects of organizational learning culture (OLC), strategic reconfiguration (SREC) and digital transformation (DT), altogether, on Egyptian private hospitals' strategic renewal in the face of the COVID-19 pandemic.

This study adopted a cross-sectional design to collect the data used to carry out mediation analysis. A self-administered questionnaire was used to collect data from a sample consisted of 264 Egyptian private hospitals. The smart partial least square structural equation modeling technique (PLS-SEM) was adopted to test the hypotheses.

The results demonstrate that OLC directly and positively affects SR. Besides, SREC and DT partially and serially mediate the OLC-SR relationship.

The sample size was small, covering only Egyptian private hospitals. The results may be different in the manufacturing sector and in other countries. The study was cross-sectional which is limited to trace long-term effects of OLC, SREC and DT on SR. Accordingly, a longitudinal study may be undertaken.

Private hospitals' managers must actively explore and dig out valuable resources in order to discover potential information and trends endeavor to redesign internal structures, and reconfigure their current resources, structures and strategies to achieve strategic renewal. The findings also provide new insights to mangers of private sectors' institutions and direct their attention toward adopting the strategic renewal option to survive amidst crises instead of retrenchment, persevering, or quitting business.

The study's results imply that health care providers have sought to improve the capacities of their health care systems to address the patient-level social needs through continuous learning, internal reconfigurations and the transformation toward digitalization to renew their services.

This study therefore contributes to SR literature by being the first empirical study to introduce an integrative model for the antecedents of SR amidst the pandemic.

This study aims to investigate the impact of environmental scanning on organizational resilience through the mediation of organizational learning and innovation based on organizational information processing theory (OIPT) within Egyptian small and medium enterprises (SMEs) during the COVID-19 pandemic.

This study adopted a cross-sectional design to collect the data used to carry out mediation analysis. A self-administered questionnaire was used to collect data from a sample consisting of 249 Egyptian SMEs. The smart partial least square structural equation modeling (PLS-SEM) technique was adopted to test the hypotheses.

Environmental scanning does not have a direct effect on organizational resilience. However, organizational learning and innovation fully mediate the relationship between environmental scanning and organizational resilience.

The sample size was small, covering only Egyptian manufacturing SMEs. The results may differ in the service sector and other countries. The study was cross-sectional which is limited to tracing the long-term effects of environmental scanning, organizational learning and innovation on organizational resilience. Accordingly, a longitudinal study may be undertaken.

Managers in Egyptian SMEs should use signals from environmental scanning activities as input for learning and transforming business processes through innovation to develop organizational resilience.

This study is the first to investigate the role of environmental scanning in building organizational resilience through organizational learning and innovation based on the perspective of OIPT within Egyptian SMEs during the COVID-19 crisis.

COVID-19 and its economic consequences have provoked critical views on worldwide sustainable management, especially in the Arab world. Post-COVID-19, sustainability becomes important because the pandemic taught humanity to set aside differences and work together to support the global sustainability agenda. On the organizational level, sustaining an organization's competitive advantage is a key to surviving a crisis. Therefore, this study explores the impact of environmental scanning on sustaining Egyptian manufacturing SMEs' competitive advantage through organizational innovation.

The study adopts a cross-sectional design to collect data. A self-administered questionnaire was used to collect data from a sample of 249 Egyptian SMEs. The smart partial least square structural equation modeling technique (PLS-SEM) was employed to test hypotheses.

Organizational innovation has an effect on competitive advantage. There is no direct effect of environmental scanning on competitive advantage. However, organizational innovation fully mediates the relationship between environmental scanning and competitive advantage.

The sample size was small, covering only Egyptian manufacturing SMEs. The results may differ in the service sector and in other countries. The study was cross-sectional and could not trace long-term effects of environmental scanning and organizational innovation on competitive advantage.

In the face of crises, Egyptian SMEs' managers should regularly scan their environments to build organizational innovation and in turn sustain their competitive position.

This study is amongst the first to investigate the role played by environmental scanning in sustaining Egyptian SMEs competitive advantage through the mediation of organizational innovation amidst the COVID-19 epidemic.

This paper aims to examine the impact of environmental scanning (ES) on competitive advantage (CA) through the mediation of organizational resilience dimensions within manufacturing small and medium-sized enterprises (SMEs) in Egypt.

This study adopts a cross-sectional design to collect data. This study used a self-administered questionnaire to collect data from a sample of 249 Egyptian SMEs. This study employed the Smart partial least square structural equation modeling technique to test the hypotheses.

ES positively affects CA both directly and indirectly through the mediation of organizational resilience dimensions, namely, robustness and agility. However, ES does not affect integrity; therefore, integrity does not mediate the ES–CA relationship. These results indicate that organizational resilience partially mediates the relationship between ES and CA.

The sample size was small, covering only Egyptian manufacturing SMEs. The results may be different in the service sector and other countries. The study was cross-sectional which could not trace the long-term effects of ES and organizational resilience on CA. Therefore, a longitudinal study should be conducted, based on resource availability.

Managers in Egyptian SMEs should scan their environments to build organizational resilience and, in turn, enhance their CA.

To the best of the authors’ knowledge, this research is among the first endeavors to investigate the role of ES in building CA through organizational resilience in the context of Egyptian SMEs.

This study advances ethnocentric behaviour research by exploring its impact on individuals' work disengagement in multicultural work settings. Ethnocentrism research focused mainly on consumer ethnocentric behaviour but did not consider the role of employees’ ethnocentric behaviour in the multicultural workplace. This study aims to address this gap by utilizing social identity theory. The authors propose that ethnocentric behaviour has an impact on employee work disengagement and also affects social undermining and workplace conflict as an outcome.

This study used cross-sectional data (N = 326) collected from employees working for Chinese multinational firms in Bangladesh. The authors used Likert-type scale to collect data. To check the hypothesis, the authors employed Hayes' PROCESS macro 4.0v.

The authors found that employee ethnocentric behaviour positively impacts workers' work disengagement. Ethnocentric behaviour positively affects social undermining and workplace conflict, whereas social undermining and workplace conflict partially mediate the indirect effects of ethnocentrism on work disengagement. The authors also found that core self-evaluation (CSE) weakens the indirect impact of ethnocentrism on work disengagement through social undermining and workplace conflict.

The authors recommend that organizations recruit employees with positive CSE and provide cultural sensitivity training to reduce ethnocentrism in the culturally diverse workplace.

This study is a unique effort to examine the influence of employees’ ethnocentric conduct by employing social identity theory in the emerging economy subsidiaries of multinational businesses operating in developing countries. This study also addressed the moderating effect of employees' CSE. This adds a unique dimension to ethnocentrism and employee work disengagement research. The authors have also discussed the future research avenue, theoretical and practical implications in detail.

This study aims to examine the impact of environmental scanning on organizational resilience through organizational learning based on organizational information processing theory (OIPT) in Egyptian small and medium-sized enterprises (SMEs) during the COVID-19 pandemic. Furthermore, this study aims to examine the moderating role of environmental uncertainty in this relationship.

The data for the mediation analysis was obtained using a cross-sectional design. Using a self-administered questionnaire, the authors collected data from a sample of 249 Egyptian SMEs. The authors tested the hypotheses using the smart partial least square structural equation modeling approach.

Organizational learning affects organizational resilience. Environmental scanning does not have a direct effect on organizational resilience. However, organizational learning fully mediates the relationship between environmental scanning and organizational resilience. Furthermore, environmental uncertainty does not moderate the indirect relationship between environmental scanning and resilience.

The sample included only Egyptian manufacturing SMEs. The results in the service sector and in other countries may differ. This study was cross-sectional, which was limited in its ability to trace the long-term effects of environmental scanning and organizational learning on organizational resilience.

Egyptian SMEs’ managers should experience organizational learning as a pathway for environmental scanning to build organizational resilience.

To the best of the authors’ knowledge, this study is the first to investigate the role of environmental scanning in building organizational resilience through organizational learning and the moderating role of environmental uncertainty in this relationship.

The main purpose of present study is to investigate how familial collectivism and gender affect the psychological contract violation–turnover intention relationship by comparing Chinese with American samples.

In total, 688 and 892 full-time workers were recruited, respectively, from China and the USA to form the two samples. Then, three-way interaction regression models were used to test the hypotheses.

The results indicate that familial collectivism will negatively moderate the psychological contract violation–turnover intention relationship in the Chinese sample and positively moderate their relationship in the American sample. Moreover, the moderating effect of familial collectivism on the relationship between psychological contract violation and turnover intention is significant among the male employees and insignificant among the female employees for Chinese sample. Whereas for the American sample, the moderating effects are significant among both the male and the female employees.

This study improves the theoretical model of Turnley and Feldman (1999) by examining the moderating effect of familial collectivism and gender differences on the relationship between psychological contract violation and turnover intention. And two samples (China vs the USA) are used in the study, which helps to explain the possible difference in influencing the relationship between psychological contract violation and turnover intention between two nations. The main practical implication for managers is that organizations should recognize the importance of the gender role and individuals’ culture orientation when implementing different human resource management policies.