Nowadays, technological innovation capabilities support competitive advantage, and the survival and development of modern organizations accordingly depend on the knowledge and applications of such innovations. Nevertheless, the link between various aspects of the dynamic technological capability of many organizations is not still clear. Meanwhile, the new trend of some research in the field of dynamic capabilities refers to its technological foundations, as a platform for strengthening and creating a competitive technological advantage in a scattered manner. In this regard, this paper systematically reviews the previous research on technological basis of dynamic capabilities using the systematic review approach, examining articles published during 2000–2021 in which the technological foundations of dynamic capabilities in terms of sensing, seizing, and deformation (i.e. cognitive, psychological and organizational) have been extracted. A framework for future research has also been presented. The recommended framework can partially bridge the gap in the literature on the technological foundations of dynamic capabilities in future studies and help the managers to identify the technological road map for gaining competitive technological advantages.

Despite the leadership literature involving a spread spectrum of relevant frameworks to explain leadership behaviors, there is still an ever-increasing demand for more conceptual transparency in leadership styles, characteristics, and their impacts on members and organizations. This study aims to systematically review and identify all the leadership styles and presents a leadership network of all styles based on the seven steps proposed by Scaringella and Radziwon [2018] . A total of 59 articles were consequently selected according to the protocols and then the predominant leadership styles, as well as their characteristics, were investigated and classified in terms of the three criteria namely “task”, “relationship”, and “change” and a [Formula: see text] leadership network was created covering retrogressive and passive leadership (frame 1.1), authentic and exchange-oriented leadership (frame 9.1), influential and transactional leadership (frame 1.9), transformational leadership (frame 9.9), and balanced leadership (frame 5.5). The proposed network indeed coherently covers all the leadership styles reviewed and presents a framework for shifting towards transformational leadership. This network should be viewed as a coherent entirety and all the six leadership concepts including training, behaviors, culture, competencies, succession, and evaluation need to be taken into consideration.

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