Purpose While there is a consensus that dynamic capabilities (DC) and organizational agility are two key mechanisms that help firms to survive and cope with the environment’s dynamic change and uncertainties, little is known about their roles in leveraging firms’ preparedness to overcome organizational crises during turbulent contexts such as the COVID-19. The purpose of this study is twofold. This paper first analyzes the direct relationship between DC and organizational agility dimensions (i.e. customer, operational and partnering agilities). Second, this paper investigates the direct link between organizational agility dimensions and a firm’s organizational crisis preparedness. Design/methodology/approach Based on a survey of Moroccan firms administrated during the early stage of the COVID-19 pandemic, a theoretically derived model was tested using partial least squares structural equation modeling. Findings The results show that DC are significantly related to the three types of agility and that only customer and operational agility affect organizational crisis preparedness. Originality/value This research provides new insights into crisis management literature by introducing and empirically examining the impact of DC and organizational agility in addressing global crises such as the COVID-19 pandemic.

PurposeThis study empirically analyzes the direct impacts of soft quality management practices (SQMP) and market orientation ambidexterity (MOA) on product innovation ambidexterity (PIA). It also examines the mediating role of MOA in the relationship between SQMP and PIA.Design/methodology/approachFollowing a quantitative research methodology, a well-structured questionnaire is used to collect data from 130 Moroccan certified ISO 9001 firms. The conceptual framework of the study was tested using partial least squares structural equation modeling.FindingsThe results show that SQMP have no significant association with PIA while they positively and significantly impact MOA. The study also revealed that MOA has a positive and significant impact on PIA and fully mediates the relationship between SQMP and PIA.Research limitations/implicationsDue to the conceptualization of MOA and PIA as combined ambidexterity, the results of the study might be different in the case of balanced ambidexterity.Practical implicationsTo achieve PIA, managers need to be aware that implementing SQMP, while important, is not enough. They must invest sufficient resources to properly implement these practices to support MOA. Consequently, MOA will lead their organization to PIA by establishing the significant impact of SQMP on PIA.Originality/valueRegardless of the abundant literature on the relationship between quality management (QM) practices and innovation, this study is among the first to examine the impact of SQMP on PIA. Using MOA as a mediator can give a meaningful answer to the indecisive empirical results of the impact of QM on innovation. Furthermore, this research contributes to the scarce literature on relevant studies conducted in developing countries.

No abstract

Digital transformation has become a key concern for many enterprises that social media now occupy an important place more than ever in the managerial strategies. The human resources (HR) function is considered as one of the organizational dimensions that have taken advantage of these digital platforms, especially for the employer branding purposes. This chapter aims to explore the practices that enterprises in Morocco use to manage their employer brand through social media to attract potential candidates, retain recruits, and limit turnover. To achieve this research objective, a multiple case study was carried out with managers from four customer relation centers through semi-structured interviews. The findings highlight the existence of digital ambassadorship and e-reputation oversight practices. Finally, this chapter also provides some managerial recommendations and future research directions.

No abstract