Background and problem: Due to disruptions in the business environment, the importance of organizational resilience has become increasingly important. The availability of resources and the strategic management of these resources are important for maintaining organizational resilience. This study contributes to the literature by addressing the strategic management of organizational resilience in SMEs and how they maintain resilience, since the SMEs’perspective has not been adequately researched in prior literature. The study is also of practical importance given SMEs’ prominent contribution to the economy. Purpose: The purpose of this study is to investigate how SMEs employ strategies to maintain organizational resilience, including how they deploy their resources and capabilities to maintain organizational resilience. To do this, disruptive events faced by SMEs are also explored. Method: The study adopts a qualitative multiple case study method. Primary data has been collected through interviews, with the chief executive officer of seven SMEs operating in Sweden. Conclusion: The empirical findings reveal strategies that SMEs adopt for maintaining organizational resilience. Categorizing these strategies into resource-based strategies and capability-based strategies reveals how SMEs, which are often limited in resources, focus on developing dynamic capabilities to maintain organizational resilience. The finding also shows that the strategies employed can be proactive and emergent, where these either work separately or combined in a process where proactive strategies can support the emergent strategies.

Background: Challenging times have affected all economic sectors and every business environment. Hence the importance of developing resilience, particularly in startups that are young organizations characterized by dynamism and often lack resources. Knowledge is described in this paper as a crucial resource that, when accurately managed, can be determinant in the startup survival and constitute a critical differentiator and advantage. However, managing and exploiting internal knowledge might not be enough, thus the importance of institutionalizing organizational learning in exploring and further internalizing external knowledge sources. Fostering and strengthening organizational knowledge capability can positively influence the development of resilience in the organization. Research Problem: Previous research has focused on resilience from the individual perspective and has recently centered on the disruption caused by the Covid19 Pandemic. Further research should address resilience from the organizational perspective acknowledging the operational challenges faced in the particular business context of a startup. Moreover, previous research has established organizational learning as both an input and an output of organizational resilience, exhibiting the link between better resilience capacity and higher learning skills. However, further research is needed to correlate the organizational competencies that enable the company to anticipate future issues and their impact on the amount of resilience deployed. Research Purpose: This study aims at exploring how, through knowledge management practices and routines, knowledge as an essential resource can be internalized and utilized in developing a more resilient organization capable of foreseeing and reacting to future challenges. Research Question: How can knowledge management practices and routines be implemented to actively foster resilience? Research Method: Qualitative, retroductive research; Ontology and epistemology – Critical realism; Methodology – Single case study; Data collection - 9 semi-structured in-depth interviews; Sampling –Purposive and snowball sampling; Data analysis - empirical, retroduction, and corroboration. Conclusion: Deriving from our findings a model was developed addressing how organizational knowledge can be fostered through routines and practices to manage internal and external knowledge in developing knowledge capability and institutionalizing organizational learning. Furthermore, consideration was placed on the ability to foresee and react in a timely manner to current and future challenges that might be faced.

As today’s world is becoming more digital, so is almost all business markets are becoming more and more digital and companies that choose to digitalize seem to not only increase efficiency and profitability. It also makes the company better at adapting to change. Despite these upsides, not all companies are digitalizing proven in some part by the panic among companies created by the Covid-19 pandemic. This study aims to look at if the categorist of management in companies can influence the company's ability to digitalize. This is done by measuring the dynamic capabilities and the entrepreneurial orientation in management and comparing it to the company’s digital maturity. The data was quantitatively by having managers in Sweden completes a survey. A theoretical framework is created to formulate the major theories of the study and relevant hypotheses. To analyze the collected data the multiple regression analysis method was used to see if the variables that any statistical relationship and if the variables have statistical relevance. The results showed that entrepreneurial orientation dint does not have any statistical relevance however dynamic capabilities had a statistical relevance and quite a big effect on the digital maturity of the company. However, a bigger sample for the questioner is suspected to show that entrepreneurial orientation could have had statistical relevance as the sample group for this study was quite small. This study has helpt to fill the gap in knowledge on how management characteristics affect digitalization in companies. The author of this study recommends future research teams conduct more quantitative approaches to get a better picture of how management affects digitalization, by looking at other categorists in management, the important part is that they use a bigger sample size.

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This research paper examines the innovation adoption of technology, specifically Artificial Intelligence (AI) implementations in hospitals by exploring the capabilities that enables AI innovations using the dynamic capabilities (sensing, seizing and reconfiguring) framework and clinicians’ intentions to use AI innovations for patient care by applying the technology adoption/acceptance framework Unified Theory of Acceptance and Use of Technology (UTAUT) utilizing qualitative case study analysis and quantitative survey methodology respectively. This multi-disciplinary research has considerable relevance to both healthcare business leaders and clinical practitioners by identifying the key factors that drives the decisions to adopt innovations to improve healthcare organizations' competitiveness to enhance patient care as well as to reduce overall healthcare costs. The main findings are: (1) On an organizational level, healthcare organizations with strong and versatile dynamic capabilities, who build on their existing knowledge and capabilities are better able to integrate the innovations into their internal operations and existing services. The identified barriers provide a clear sense of organizational barriers and resistance points for innovation adoption (2) On an individual level, the impact of quality of care and organization leadership support are the key factors that facilitates the adoption of innovation among the clinicians. (3) Current trends and key impact areas of AI technology in the healthcare industry are identified Key words: Innovation, Innovation Adoption, Dynamic Capabilities, Healthcare, Artificial Intelligence, AI, Technology, Strategic Management / Business Administration/Management Information Systems

Critical infrastructure provides essential services to the maintenance and progression of societal functions. Due to its importance, critical infrastructure is, to a larger extent, at threat of and subject to antagonistic attacks, such as IT-attacks and cyber-attacks, during times of geopolitical instability. As a result, critical infrastructure providers face externaland internal pressures to build resilience to ensure the continuous provision of essential services. Despite this, and despite the established research field of critical infrastructure resilience, the organizational resilience of critical infrastructure providers has not been properly addressed. Through the lens of the Dynamic Capabilities Framework, the purpose of this study is to provide an insight into how critical infrastructure providers build resilience capabilities prior to adversity in the current geopolitical context. Despite their noted significances, the organizational resilience building of critical infrastructure providers and how organizational resilience is built prior to adversity are under-researched. To develop an understanding of this phenomenon, we conducted a qualitative study on six Swedish critical infrastructure providers using semi-structured interviews using a grounded theory inspired research strategy.With our findings, we discovered that in the face of geopolitical instability, critical infrastructure providers (1) build the sensing capability of observing and identifying adversity by developing situation awareness. This capability is developed by utilizing the internal expertise of selected employees and by building relationships with the external network to gather information. Furthermore, to develop the seizing capability of preparing for adversity in the given context, we found that critical infrastructure providers (2) develop multi-level human resource competencies through communicating clear expectations and responsibilities, providing education to employees, and by cultivating and establishing a safety culture. Additionally, the preparation capability is developed through (3) strategic preparation by developing scenario plans, action plans, and by collaborating with the external network. Lastly, critical infrastructure providers’ capability to prepare is developed by (4) investing capital into organization-wide physical security. With this study, we contribute novel insights of the phenomenon of the organizational resilience building of critical infrastructure providers. In the end, we have found that the organizational resilience building of critical infrastructure providers deviates from existing assessment and suggestive frameworks within the research body on organizational resilience. Accordingly, our findings have generated practical insights to managers of critical infrastructure providers, and an increased understanding to policy makers of how critical infrastructure providers approach resilience in the current geopolitical climate.

Yes / With the emergence of information and communication technologies, organizations worldwide have been putting in meaningful efforts towards developing and gaining business insights by combining technology capability, management capability and personnel capability to explore data potential, which is known as big data analytics (BDA) capability. In this context, variables such as sensing capability—which is related to the organization’s ability to explore the market and develop opportunities—and analytics culture—which refers to the organization’s practices and behavior patterns of its analytical principles—play a fundamental role in BDA initiatives. However, there is a considerable literature gap concerning the effects of BDA-enabled sensing capability and analytics culture on organizational outcomes (i.e., customer linking capability, financial performance, market performance, and strategic business value) and on how important the organization’s analytics culture is as a mediator in the relationship between BDA-enabled sensing capability and organizational outcomes. Therefore, this study aims to investigate these relationships. And to attain this goal, we developed a conceptual model supported by dynamics capabilities, BDA, and analytics culture. We then validated our model by applying partial least squares structural equation modeling. The findings showed not only the positive effect of the BDA-enabled sensing capability and analytics culture on organizational outcomes but also the mediation effect of the analytics culture. Such results bring valuable theoretical implications and contributions to managers and practitioners.

Yes / Although IT-enabled dynamic capabilities (ITDCs) add value to firms operating in turbulent and rapidly changing environments, firms face several challenges in developing, deploying, and maintaining the right portfolio of ITDCs. Since ITDCs are not uniformly advantageous, firms need to make strategic decisions in order to accomplish the complex task of achieving optimal ITDC configurations. This conceptual paper draws on the strategic alignment perspective to identify the optimal configuration of ITDCs for a firm based on its business strategy orientation indicated by the Miles and Snow typology. This paper first explicates the theoretically ideal configurations of ITDCs based on the competitive strategy patterns associated with each Miles and Snow archetype and then develops a model for measuring the strategic fit of ITDCs. This paper contributes to the literatures on ITDCs and strategic alignment by identifying optimal ITDC configurations and by conceptualizing the strategic fit of ITDCs respectively.