In turbulent business environments, building and exploiting competitive advantages necessitate manufacturing companies to start new strategic initiatives. For this purpose, new product development (NPD) should be seen as dynamic capabilities (DC) that enable companies to create a better match between the configuration of a firms resources and changing conditions. This study aims to make use of the operationalised DC model including sensing, seizing and reconfiguration capacities in a hierarchical decision structure. A multi-case-studies approach is employed for validation of the DC assessment model on automotive companies which are categorized as European, Japanese and American. The qualitative analysis reveals the appropriate management practices underlying the micro-foundation of DC at the operational management level, which can help chief executives to implement the appropriate strategy for enhancing NPD performance. Managers can creatively leverage their companies DC components by conceiving of different ways to integrate these DC components into NPD projects.

Operational management is not a unanimously accepted concept at the international doctrinal level. If, for example, we compare the tax laws of the various nations and the international accounting standards or national accounting standards of the different countries, we can see that the concept of operational management differs depending on where we find this notion. Since operational management is essential in delving into a companys profitability, it is first necessary to identify an operating management concept that is useful for data analysis to be an efficient and effective tool for identifying the most appropriate steps for maximising company profitability. The first step in this process is to identify an operational management concept that does not change depending on the area in which we are acting. Thus, the same concept must apply in the profitability and financial spheres, should this concept be used to analyse a companys financial situation. And it is also necessary for the same concept to be present in the area of the study of monetary flows because if the concept of operational management or other concepts that are used to study this type of activity change depending on the sphere in which we are acting, the analysis will be confusing and will lead to an incorrect interpretation of the results obtained. A second very relevant element to be noted is that the in-depth analysis of operations is often done incorrectly by comparing ROA with the ROI trend and thus interpreting the trend of active financial management and asset management residually. If this is done this way, the analysis results can be misleading. It is necessary to conduct a more in-depth analysis that considers other variables, which will discuss in more detail in this article.

SMEs have significant role in the area of economy, social and environmental area and also in the areas of social and regional development. The dawn of the Society 4.0 driven by the exponential growth of performance of disruptive technologies of Industry 4.0 is reinforcing the role of knowledge intensive services. University of West Bohemia in partnership with the Institute of Technology and Business in Ceske Budejovice focused on the adaptation of this segment of businesses in the project ,Knowledge-intensive services sector adaptation to the conditions of Society 4.0, supported by the Technology Agency of the Czech Republic. The paper aims to attract attention of the broader community to the project findings and outcomes, to present main research outcomes related to adaptation of SMEs in the service sector, to introduce new insights and approaches to academic and professional community, especially to managers of companies undergoing the transformation process to Industry 4.0 and Society 4.0 conditions, and to raise the level of the knowledge base in the field of SMEs adaptation. The results of qualitative and quantitative research show that most of the companies that answered the questionnaire and participated in interviews were small and micro companies with positive approach to the forthcoming changes, however, there still remains a lot of space for improvement. Companies often use open innovation model to apply knowledge from external resources, as they miss the necessary capacities and face difficult access to financial resources for demanding investments in new technologies and, sometimes, lack of necessary competencies. Relatively low attention is paid to risk management, whose role in current volatile situations becomes extremely important and the company resilience often determines the company failure or success. The project contributed to development of proposals of activities, methods and tools that can contribute to reducing barriers on the road to Society 4.0 related not only to new technologies, but also to broader socioeconomic context, including transformations of jobs and job market. The unavoidable changes of the structure of economy, supply chains, education and training were further emphasized by covid pandemics and current war in Ukraine.

Capital structure is one of the important corporate finance decisions. Trade off theory suggests the existence of optimal capital structure at which firm value is maximized. But the optimal capital structure varies with a number of firm characteristics and its business environment. Hence, understanding the determinants of capital structure is important. Researchers have identified number of determinants of capital structure, however the relationship of these determinants with capital structure is found to be varied. It is also evident that companies operating in different economies generally have different capital structure. Hence it is worth exploring the determinants of capital structure for companies operating in a particular economy. Bangladesh is an emerging economy characterized by high GDP growth, rapid infrastructural development, evolving banking sector and capital market growth. In this context, a review of the determinants of capital structure of Bangladeshi companies is worth exploring. This research therefore does a systematic review of the literature on the determinants of capital structure of the companies in Bangladesh. The objective is to summarize the findings of the empirical researches, analyze the findings in light of the existing theories of capital structure, and compare the findings with those of other emerging and developed economies. The findings of the study will be of significant use for practitioners in determining and justifying appropriate capital structure of their companies. The analysis done in this paper also proposes modification of the existing capital structure theories as such to add several macro factors into account. Future researchers may use the findings of this paper as the base line to identify the focus of further research.

This paper analyses the relationship between REITs trading volume, REITs returns and stock market returns over the period starting end of 2016 till mid of 2022. The results of VAR test and Granger causality test, for the whole sample, support the Return Chasing Hypothesis (RCH). Investors in REITs, in the Saudi stock market, rely in their investment decisions on REITs previous returns. Their low informativeness regarding REITs drive them to chase its returns. Splitting the sample into pre and post COVID-19 crisis periods don’t provide support for neither the RCH nor the Information Hypothesis (IH). More informed, institutional, investors are attracted to invest in the stock market due to the major developments that occur in the Saudi stock exchange (TADAWUL) after the crisis. This had reduced the return chasing behavior of investors in the market, but still the informational and stabilizing role of institutional investors is not attained.

The concept of intelligence, as many prior researchers have suggested, is primarily tied to biological and cultural effectors. Intelligence refers to intellectual functioning. Organizations with specificity to those individuals within the ecosystem need to recognize and stand guard to support the notion of adaptability. In this sense, the workforce can have the ability to move to more efficient and effective actions to drive higher performance. Learning to be flexible and work in an open, cohesive manner is a means to adaptive intelligence. In fact, adopting a look, listen and learn mentality enables individuals within an organization to the adapt to changing environment real-time. Both adoption of novel approaches as well as adaptability to these approaches and development of a certain skill sets are both critical success factors in the drive to transformative organizational change. Learning by doing provides experience to employ in situations that may require adaption along with the ability to shape a particular environment. Adaptive intelligence at the micro-level and within a business setting provides organizations with the opportunity to have an engaged workforce who can continually deliver exceptional and collaborative performance for the greater good. Focusing on the individual mindset, organizations can build best in class teams who can adapt to the changing demands of the marketplace. Employ skills that are practical, agile and can be socialized are hallmarks of adaptive intelligence. A blend of IQ and emotional intelligence creates a soundness to an organizations well-being and sustainability. Elements of critical thinking, as well as group think to synergize broad ideas and lastly, creativity all can be identified as rudiments within adaptive intelligence. Harnessing this phenomenon can provide organizations with a strong and clear path to greatness. The purpose of this article is to build upon the extraordinary prior work, especially of Robert Sternberg, and study the phenomena of adaptive intelligence within the context of business organizational ecosystems.

This is a secondary source case that describes in detail the firm Tapestry, the first New York-based house of modern luxury lifestyle brands with a portfolio including Coach New York, Stuart Weitzman, and Kate Spade New York. Each brand has its own unique character and personality yet operates independently while maintaining a collective commitment towards authenticity, inclusivity, and approachability. The multinational companys creative and consumer-driven view of luxury is characterized by its innovative products and differentiated customer experience across value chain channels. The case opens with an introduction to the firm, including its three main strategic business units (SBUs), and then discusses the firms vision/mission/objectives, the generic strategy of the firm and its SBUs, its external environment (P.E.S.T. and industry analyses), its internal operations (V.R.I.O. framework and analysis), culminating in a S.W.O.T. breakdown. Results of the S.W.O.T. analysis include considerations of realigning the firms mission, strategy and structure with its external environment so as to leverage perceived opportunities using the firm’s distinctive competencies.