Purpose The purpose of this study is to present a systematic literature review in the research area of engagement focusing on employee and work engagement. In this respect, this study aims to focus on the definitions between employee and work engagement and their differences, as well as to identify the antecedents of the relevant body of knowledge on engagement. Design/methodology/approach A systematic literature review was conducted drawing on an evidence base of 110 articles published in three- and 4-rated journals retrieved from the Academic Journal Guide (2018) during the years 2000–2021. Findings Through a descriptive and thematic analysis of the literature, the study maps the field as a whole, identifies and categorizes relevant engagement definitions as well as individual- and organization-level antecedents. Important insights and gaps in the existing research that may be exploited for further empirical studies are also pinpointed. Originality/value The study may stimulate future research and represent a reference point for scholars interested in the topic of engagement and at the same time provide added value to human resource practitioners that prefer evidence-based management over success stories.

The purpose of this paper is to explore the relationship between the two most important perspectives of the firm, the RBV and the KBV, by examining the relative impact of firmspecific assets and knowledge capabilities on the firm's competitive advantage. A composite model is proposed which elaborates upon both perspectives causal logic with respect to the conditions relevant for the firm success. Empirical findings suggest that firm-specific assets and knowledge capabilities effects are both important determinants of the firms' performance. Moreover, the findings suggest that knowledge capabilities behave like dynamic capabilities leading to the continuous improvement-renewal of the firm-specific resources and capabilities which, in turn, affect performance directly or indirectly through their effect on strategy configuration.

Globalization intensifies world competition which leads to continuous market and industry changes that force the majority of organizations to reconsider their strategic position and engage in strategic changes, mostly, through continuous innovation and new product development with smaller life cycles. These strategic actions have developed an environment with increased complexity, uncertainty and risk. On the other hand, organizations differ in their ability to realize strategic changes, depending on many factors that affect their strategic management process. The aim of this paper is to examine the effect of TMTs risk characteristics (risk propensity, risk perception and risk taking), on the extent of strategic change both, directly and indirectly, through the design and use of the management accounting system (MAS). The proposed research model is tested via a survey on 133 top management teams, from large size enterprises with more than 250 employees throughout Greece. Our finding suggest that (a) risk taking characteristic is determined by the other two risk characteristics of risk perception and risk propensity, and (b) there is a direct and a significant indirect relationship between TMTs' risk taking decisions and their strategic changes, affected by the intervening mediating role of the broad-scope and interactive use of MAS. The results of the study will help organisations to understand the significance of MAS use and the intervening effect on the relationship between TMTs risk characteristics and their strategic decision making process when considering new strategic changes.

This study examines talent retention in the Information and Communication Technology (ICT) sector by focusing on the relationships between human resource management (HRM), knowledge management (KM), change management (CM) and employee engagement. In this respect, a conceptual framework is proposed to understand the relationships between these constructs. The proposed framework highlights the importance of implementing specific talent retention practices in knowledge-intensive sectors like ICT, in order for employees to be engaged both with their work and their organization.

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