This paper investigates the effect of Strategic Management Accounting (SMA) and Business Analytics (BA) on Sustainable Competitive Advantage (SCA). Moreover, it examines the mediating effect of Dynamic Capabilities (DY) and the moderating effect of Competition Intensity (CI) on direct relationships. The study used the survey method to collect data from listed companies in the Amman Stock Exchange, and the hypotheses were tested using Partial-Least Squares-Structural Equation Modelling. Based on the findings, DC mediates the relationship between SMA and SCA as well as BA and SCA. CI moderate only the relationships between SMA and SCA. The study findings can be used as directions by management, policymakers and researchers to comprehend the positive influence of SMA, BA and DC on SCA.

The main aim of the current study is to assess the relationship between knowledge management (KM) capabilities and organizational performance (OP) in developed nations. In addition, this study also aims to assess the moderating influence of transformational leadership (TL) between KM infrastructure (KMCI) and organizational performance (OP) of the Jordanian service and tourism sectors. In this study, it’s suggested that KMCI and its components will directly affect OP. In addition, it’s expected that TL moderates the relation between study variables. Purposive sampling was used to gather data from the service and tourism sectors in Jordan, as it is the population of this study. Partial Least Squares was used to analyze the data. The findings indicate that KMCI and its components significantly affect OP. TL moderated the effect of KMCI on OP. It is advised for decision-makers to concentrate on KMCI, create the proper culture and organizational structure, and improve its technologies to support the growth of KM activities in Jordanian service and tourism sectors.

This study empirically explores the influence of innovation orientation on the digital supply chain, mediated by dynamic capabilities within the context of Small and Medium Enterprises (SMEs). This study, rooted in a comprehensive evaluation of dynamic capabilities and innovation orientation, introduces a framework that could serve as a valuable resource for subsequent research. It contributes to the global discourse on optimizing digital supply chain practices among SMEs. Quantitative method was employed, gathering data from 212 professionals in SMEs in Dubai, UAE, via an online questionnaire. The collected data were analyzed using SmartPLS 4, focusing on reliability, validity, discriminant validity, and hypothesis testing. The findings show a significant influence of innovation orientation on the digital supply chain. Dynamic capabilities also exhibit an indirect yet substantial impact on the relationship between innovation orientation and the digital supply chain. The identified dynamic capabilities are instrumental in refining decisions associated with the circular economy and leveraging technology to enhance supply chain mechanisms. These capabilities foster positive correlations between the digital supply chain and innovation. The predominant advantage of digital supply chains for consumers lies in their agility and speed, facilitating swift response to customer demand and bolstering business efficiency. The model presented is a template for future research, which could expand its scope to include other industries like manufacturing or services, augmenting the robustness of the findings.

Industry 4.0 drives enterprises to transform their capabilities especially in innovation and their capabilities to adapt with dynamic market. The capabilities can be fostered when the leader is oriented towards digital technology and market orientation. The role of digital leadership has gained attention for studies to develop innovation and dynamic capabilities based on market orientation. Studies have been conducted on dynamic capabilities with focus on the strategy, management and economic literature including the understanding of its driving key to success. However, the study on the role of digital leadership on the development of dynamic capability based on innovation capability and market orientation has not been intensively discussed. It is argued that the development of dynamic capability and innovation capability is strongly driven from a combination of digital leadership and market orientation. Data in this study is taken from a survey conducted on 88 Indonesian telecom-munication firms as a unit for analyses. The results show that digital leadership had a strong direct and indirect relationship with dynamic capability, however the strong path in developing capability is determined from the development of innovation capability that is driven from digital leadership based on market orientation. The finding reinforces the role of digital leadership as a critical influence on development of dynamic capability. Future studies are suggested to extend the research by exploring the research model to elaborate more on the impact of collaboration, leveraging a larger sample size and better statistical tools. A longitudinal study on the companies that implement the transformation based on dynamic capabilities is also recommended for future studies.

This research aims to provide a logical and experimental framework that helps organizations achieve goals in turbulent environments by examining the impact of dynamic capabilities on competitive performance with the conditional indirect effect of entrepreneurship orientation and digital leadership. A conceptual framework was derived from well-established theories in strategic management, along with empirical evidence based on a survey conducted on a sample of 102 leaders and managers in the entrepreneurial companies in Jordan. This study demonstrates the positive impact of dynamic capabilities in developing competitive performance. Moreover, the entrepreneurship orientation mediates the relationship between dynamic capabilities and competitive performance and digital leadership has a positive moderating role in this relationship. This research recommends leaders and managers in entrepreneurial organizations to define clear standards for measuring competitive performance that enable identifying and correcting deviations in a timely manner and invites them to focus on creating value in turbulent environments by exploiting advanced technological capabilities and adopting innovative strategies and business models.

This research aims to explore the significance of supply chain (SC) resilience by integrating SC-Resilience and SC-Ambidexterity concepts. SC-Ambidexterity refers to the simultaneous application of SC-Adaptability and SC-Alignment capabilities within the supply chain. In line with the dynamic capabilities view (DCV) of the firm, this research adopts a quantitative approach to investigate the relationship between variables in the context of manufacturing and production companies in Pakistan, specifically in Karachi. The results of this case study have revealed a strong positive impact of SC-Ambidexterity on SC-Resilience, confirming the significance of adopting concurrent and synchronized supply chain capabilities. Furthermore, the analysis indicated that SC-Agility plays a crucial role as a mediator in the relationship between SC-Ambidexterity and SC-Resilience. The findings suggest that organizations that proactively invest in developing both ambidextrous capabilities and agility are more likely to achieve a higher level of supply chain resilience, enabling them to effectively navigate turbulent business environments.