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The purpose of this paper is to propose a leagile transformation model for product development that guides manufacturers in the construction of a road map and the management of its deployment in line with both lean and agile improvement objectives.

An intervention qualitative and transformative research approach was adopted in order to develop required knowledge to theorise professional practice made from rigorous observations of facts. The research project took place over a period of two and a half years, in partnership with an international firm that develops and produces a wide range of luxury products.

The application of the methodology proved that a lean transformation does not have to be generated only by the field needs but it can follow a mixed approach where a top-down transformation management linked with strategic objectives is deployed without compromising implication and needs from people on the field. The right balance can be found between the strategic aspect of transformation and the incremental aspect on the field of lean paradigms.

For complete validation and widespread scientific application, the model should be tested in other sectors and industries.

The application case of the leagile model in several divisions of a luxury organisation proved that the proposed approach can be used as a guide for manufacturer in the construction of an improvement road map and in the management of its deployment. The application cases enabled a number of positive results to be generated and measured on quantitative indicators such as service ratio for new products for which, one of the divisions saw an increase of 30 per cent. The approach created a positive revolution among development team members by its potential in terms of communication, steering, benchmarking and knowledge system.

The model supports the identification and prioritisation of improvement initiatives by focusing on the levers for improvement that meet the needs and objectives of transformation, as well as the organisation’s maturity level.

The aim is to reveal contemporary research trends and patterns in Internet of Things (IoTs) so that social scientists who are new to the discipline may be steered towards rightful directions when examining this phenomenon.

A total of 169 IoT articles indexed in the Web of Science database were analyzed via bibliometric analysis and content analysis. The VOSViewer software was used to identify popular keywords of the IoT topics, its publication productivity, the most relevant journals, and the most prolific authors within. Content analysis was conducted manually to determine the most popular research methods used, the most frequently studied contexts, the most popular IoT application areas, the most highly examined user perspectives, and the most often employed theories.

The synthesis of both the bibliometric and content analysis results suggest the necessity of investigating the post-adoption technology usage behavior of IoT technology in developing countries, particularly in smart home. This is especially so from new landscapes using other theories or models, apart from the overwhelmed Technology Adoption Model (TAM) and its variants.

With a focus on addressing the state-of-the-art of IoT in social science, and to synthesize its future research directions systematically, this study was conducted with both bibliometric and content analysis, in order to enhance the overall analysis for higher accuracy and more reliable results.

In this chapter, we show how physical violence is a central part of the prison experience in Latin America. Such a violence is perceived both a legally admitted and forbidden practice. In this sense, corporal punishment appears not as an imperfection, but rather an ordinary element of punitive power in the region. This strange existence of corporal punishment as permitted and forbidden violence ends up by legitimizing the punishment of the inmates in their physical body and their existence as a subject of law. This juxtaposition places prisoners’ bodies “betwixt and between” the natural world and the normative world of punishment. Thus, the life of prisoners is protected by law. Their indemnity is recognized, and their fundamental rights are guaranteed. However, at the same time, their lives are expendable.

Innovative organizations are increasingly facing challenges in a dynamic market to address corporate social responsibility (CSR) issues; however, research on how organizational learning (OL) contributes to organizations’ social responsibility and innovation remains sparse. This study aims to bridge the gap in previous research and examines how OL and dynamic capabilities (DCs) act as drivers of CSR performance (CSRP) and innovation performance.

This study is survey-based and uses time-lagged, multisource data from 151 pharmaceutical industry-related companies in Iran. Structural equation modeling was applied to test the validity of the measurement model and hierarchical regression was used to test the key hypotheses.

DCs mediate the relationship between OL and CSRP. Moreover, CSRP significantly mediates the relationship between OL and innovation.

Drawing on the perspective of DCs, this research is among the first to offer new insights in a new context on what antecedent conditions lead to the successful implementation of organizational CSRP and how CSRP would, in turn, lead to subsequent innovation performance improvement.

This study aims to explore the extent to which companies rely on sustainability management control systems (SMCS) to translate corporate social responsibility (CSR) into superior performance building upon the premise of the natural resource orchestration perspective.

Data were collected based on a survey data set from 118 Chief Financial Officers of publicly listed companies in Iran. The theoretical model was tested using partial least squares structural equation modeling (PLS-SEM, SmartPLS 3.0) as a method that enjoys minimum demands concerning normality assumptions and sample size.

The findings support the full mediation effect of SMCS on the relationship between CSR and organizational performance. This implies that CSR affects performance only through the mediating role of SMCS.

The central premise in the proposed theoretical framework is that the utilization of proper management control mechanisms (i.e. SMCS) can help the organization to better synchronize, measure and manage – i.e. “orchestrate” – the social, environmental and economic impacts, and this, in turn, leads to improved organizational performance.

To the best of the authors’ knowledge, this is the first study of its kind, building on a unique synthesis of the agency cost perspective and resource orchestration theory, to introduce the “natural resource orchestration” approach for examining the intervening role of SMCS between CSR and organizational performance.

The direct impact of organizational learning (OL) on organizational performance has been studied over the past two decades. However, how OL contributes to organizational innovation still remains under-researched. Based on the knowledge-based view of the firm and dynamic capability theory, we developed a theoretical framework in order to empirically examine how OL offers organizations the essential tools for creating dynamic capabilities (DCs), which pave the way for innovation performance (IP).

The authors apply a time-lagged, multisource and survey-based research designed to test the proposed model in the pharmaceutical industry where knowledge is a source of innovation. The data collected from companies operating in such an industry were analyzed by utilizing hierarchical regression analysis to explore how OL could lead to IP through DC.

The results indicated that OL is positively, significantly associated with DCs, as well as its dimensions of learning, integrating and reconfiguring capabilities. The findings showed that these capabilities are significant predictors of innovation performance. In addition, the findings revealed that innovation culture significantly moderates the relationship between DCs and innovation performance.

By dedicating more time and resources, managers can reinforce dynamic capabilities as a strategic tool to generate new knowledge and distribute it across the organization, which can go a long way toward boosting innovation performance in the pharmaceutical industry. This study offers researchers and practitioners invaluable insights into how effective OL can enhance firm-level innovation performance through dynamic capabilities.

SMEs could achieve their innovation goals, either through exploitation, exploratory, or ambidextrous learning strategies. This study presents ambidexterity as a more effective and efficient strategy that offers superior innovation advantage to SMEs. We also present the role of openness in this relationship.

Empirical analysis was based on 388 SMEs in Ghana. Various validity and reliability checks were conducted before the presentation of the actual analysis, which was conducted using Ordinary Least Squares approach, run using SPSS (v. 20).

Findings indicate that although exploitative and exploratory learning strategies individually had a positive significant effect on SMEs' innovation performance, organizational learning ambidexterity was found to have a greater positive impact on innovation performance among SMEs. High levels of openness further boosted the effect of organizational learning ambidexterity on SMEs’ innovation performance.

This study was conducted without recourse to some specific factors that could influence organizational learning ambidexterity among SMEs. Future studies should thus pay particular attention to the determinants of organizational learning ambidexterity among SMEs.

Innovation performance is very critical for the sustainability of firms, and SMEs in particular. Management of SMEs must therefore seek to simultaneously adopt both learning strategies, as that gives firms greater advantage, compared to the adoption of only one strategy.

The study demonstrates that organizational learning ambidexterity had a superior effect on SMEs' innovation performance. High levels of openness further boosted the effect of organizational learning ambidexterity on SMEs' innovation performance.

This study aims to introduce a multilevel micro-foundational perspective on supply chain (SC) ambidexterity, grounded in organizational learning and adaptation research. It investigates the interplay of contextual factors, strategic orientation and a bundle of supply chain management practices to foster ambidextrous performance.

Leveraging a blend of perceptual and objective data and measures, this study explores the intricacies of macro and micro factors at multiple levels, offering empirical support for the research framework. The interrelationships among these factors are scrutinized through three analytical approaches: selection, interaction and system forms of interdependence analysis.

First, the authors offer empirical support for their conceptual model, illustrating that ambidexterity behavior and outcomes in the SC emanate from intricate interactions between macro and micro factors across various levels. Second, the authors present robust empirical evidence endorsing a system/gestalt form of interdependence analysis in capturing SC ambidexterity and performance. This analytical approach effectively captures the complementarity and contradictory interdependence among the opposing poles of efficiency and responsiveness.

The organizational and SC activity configuration faces numerous paradoxical tensions, such as profitability versus sustainability. This study offers valuable insights into establishing an ambidextrous system capable of navigating and addressing these paradoxical situations.