Big Data Analytics Capabilities (BDAC) represent critical tools for business competitiveness in highly dynamic markets. In this connection, by leveraging on the Dynamic Capabilities View (DCV) this study analyses the relationship between BDAC and Business Model Innovation (BMI). It argues that the impact of BDAC (a lower-order dynamic capability) on BMI is mediated by Entrepreneurial Orientation (EO; a higher-order dynamic capability). The proposed model is assessed by PLS-SEM (symmetric) and fuzzy-set Qualitative Comparative Analysis (asymmetric) methods using survey data from 253 UK firms. Our findings demonstrate that BDAC have both direct and indirect positive effects on BMI, with the latter being mediated by EO. These results enrich the innovation management literature on Big Data (BD) by showing that BDAC influence company strategic logics and objectives, rather than depending on them, thus playing a significant role in creating value for companies and their stakeholders.

Purpose Recently, several manuscripts about the effects of big data on organizations used dynamic capabilities as their main theoretical approach. However, these manuscripts still lack systematization. Consequently, the purpose of this paper is to systematize the literature on big data and dynamic capabilities. Design/methodology/approach A bibliometric analysis was performed on 170 manuscripts extracted from the Clarivate Analytics Web of Science Core Collection database. The bibliometric analysis was integrated with a literature review. Findings The bibliometric analysis revealed four clusters of papers on big data and dynamic capabilities: big data and supply chain management, knowledge management, decision making, business process management and big data analytics. The systematic literature review helped to clarify each clusters’ content. Originality/value To the authors’ best knowledge, minimal attention has been paid to systematizing the literature on big data and dynamic capabilities.

This study analyzes the role of the Cultural Intelligence (CQ) of expatriate managers in the processes of Conventional (CKT) and Reverse Knowledge Transfer (RKT) in in Multinational Companies (MNCs). The Partial Least Squares-Structural Equation Modeling (PLS-SEM) technique was adopted to analyze the data from a survey of 103 senior expatriate managers working in Croatia. The study reveals how CQ, in all of its four dimensions (metacognitive, cognitive, behavioral, and motivational), acts as a knowledge de-codification and codification filter, assisting managers in the Knowledge Transfer process. The study also reveals how previous international experience does not moderate the positive effect of CQ on both CKT and RKT, offering important theoretical and practical insights to support MNCs in the KT process.

Purpose Effectively handling knowledge is crucial for any organization to survive and prosper in the turbulent environments of the modern era. Leadership is a central element for knowledge creation, acquisition, utilization and integration processes. Based on these considerations, this study aims to offer an overview of the evolution of the literature regarding the knowledge management-leadership relationship published over the past 20 years. Design/methodology/approach A bibliometric analysis coupled with a systematic literature review were performed over a data set of 488 peer-reviewed articles published from 1990 to 2018. Findings The authors discovered the existence of four well-polarized clusters with the following thematic focusses: human and relational aspects, systematic and performance aspects, contextual and contingent aspects and cultural and learning aspects. The authors then investigated each thematic cluster by reviewing the most relevant contributions within them. Research limitations/implications Based on the bibliometric analysis and the systematic literature review, the authors developed an interpretative framework aimed at uncovering several promising and little explored research areas, thus suggesting an agenda for future knowledge management-leadership research. Some steps of the paper selection process may have been biased by the interpretation of the researcher. The authors addressed this concern by performing a multiple human subject reading process whose reliability was confirmed by a Krippendorf’s alpha coefficient value >0.80. Originality/value To the best knowledge, this is the first study to map, systematize and discuss the literature concerned to the topic of the knowledge management-leadership relationship.

This exploratory study investigates the relationship of plan-driven Stage-Gate and flexible Agile models with new product development performance through an original conceptualization that focuses on their underlying principles for managing uncertainty and the resulting changes. While Stage-Gate attempts to control uncertainty up-front to avoid later changes, Agile seeks to adapt to uncertainty and accommodate changes for a longer proportion of the development process. In addition, we examine the interaction effects of combining the two models. The analysis of survey data on 181 software developers shows that the adoption of Stage-Gate principles is negatively associated with speed and cost performance. For Agile, the use of sprints is positively related to new product quality, on-time and on-budget completion, while early and frequent user feedback would seem to prolong time-to-market. Finally, the results highlight a nuanced interaction between Stage-Gate and Agile, both positive and negative depending on the principles considered.