As high resource consumption and high uncertainty are two of the most critical challenges to radical innovation, it is imperative to adopt resource structuring for an active management of resource portfolios, and also to adopt strategic flexibility for active management of contextual uncertainties, especially for firms in the emerging economies characterized by serious resource deficiency and high contextual uncertainty. Though firms engaging in resource structuring and strategic flexibility separately could foster radical innovation, the interaction effect of resource structuring and strategic flexibility could be complementary or substitutive, and the effective utilization of these two organizational dimensions as a joint force should be well aligned to achieve scientific breakthroughs. Specifically, this study explores how two different types of strategic flexibility (i.e., resource flexibility and coordination flexibility) as special capabilities interact with two different types of resource structuring (i.e., resource acquisition and resource accumulation) as special mechanisms to shape radical innovation under high uncertainty. With a sample of 508 Chinese firms, our results show that the specific effects of resource acquisition and resource accumulation on radical innovation are contingent upon resource flexibility and coordination flexibility in two contrasting patterns. Specifically, a firm with high resource flexibility tends to foster radical innovation under high uncertainty by interacting with resource accumulation, rather than with resource acquisition; in contrast, a firm with high coordination flexibility is likely to foster radical innovation under high uncertainty together with resource acquisition, rather than with resource accumulation. The theoretical and practical implications of the above two contrasting patterns are also discussed.

Based on samples from 40 studies encompassing 15,860 organizations, we use meta‐analysis methods to examine the relationships between network centrality, organizational innovation, and performance, and to predict the influence of organization size, institutional environment, and industry on these relationships. Results show that network centrality positively influences both organizational innovation and performance. In addition, findings indicate that the impact of network centrality on organizational innovation is stronger for small organizations while that on organizational performance is stronger for large organizations. The influence of network centrality on overall organizational innovation/performance is stronger for organizations in developed institutional environments as well as in knowledge‐intensive industries. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.

This study explores how firms sought to effectively match their internal competence with external resources from the supply chain network to improve operational resilience (OR) during the COVID‐19 pandemic. Drawing upon matching theory, this study provides an internal–external matching perspective based on flexibility–stability features of OR to explain the operational mechanisms underlying the different matchings between internal flexibility (i.e., product diversity)/stability (i.e., operational efficiency) and external flexibility (i.e., structural holes)/stability (i.e., network centrality). We find that more heterogeneous matchings between internal (external) flexibility and external (internal) stability have a complementary effect that enhances OR, whereas more homogeneous matchings between internal flexibility (or stability) and external flexibility (or stability) have a substitutive effect that reduces OR. This study provides valuable contributions to research focusing on the supply chain, organizational resilience, and operations management.

Reciprocal coevolutionary changes in predation and anti-predator behaviours have long been hypothesized, but evolutionary-scale evidence is rare. Here, we reconstructed the evolutionary-scale changes in the diel activity patterns of a predator-prey system (carnivorous and herbivorous mammals) based on a molecular phyloecological approach, providing evidence of long-term antagonistic coevolutionary changes in their diel activities. Our molecular reconstruction of diel activity patterns, which is supported by morphological evidence, consistently showed that carnivorous mammals were subjected to a shift from diurnality to nocturnality, while herbivorous mammals experienced a shift from nocturnality to diurnality during their evolutionary histories. A shift in the diel activity of the herbivores as a result of carnivore avoidance is hypothesized based on molecular, morphological and behavioural evidence, and our results suggest an evolutionary-scale arms race of diel activity shifts between carnivorous and herbivorous mammals.

Purpose The impact of network centrality on innovation performance is inconclusive. The purpose of this paper is to examine how formal and informal institutions affect the influence of network centrality on firms’ innovation performance in emerging economies by integrating social network theory and institutional theory. Design/methodology/approach Multisource and lagged data from 234 technology-based entrepreneurial firms listed on the Chinese Growth Enterprise Market were leveraged to test a proposed research model. Findings Results suggest that formal institutions (marketization) positively moderate the relationship between network centrality and innovation performance, whereas informal institutions (social cohesion) negatively moderate this relationship. Moreover, formal and informal institutions have a strong joint impact on such relationship, that is, the effect of network centrality on innovation performance is most positive when marketization is high and social cohesion is low. Originality/value This empirical research provides new insights into whether and how firms can grasp the innovation benefits of network centrality by exploring institutional contingencies. It further sheds on light the scope of the network centrality–innovation issue by extending its research context to Chinese entrepreneurial firms.