Results 261 to 270 of about 182,384 (343)

From Survival to Growth: Digital Strategies for Micro and Small Enterprises

open access: yesStrategic Change, EarlyView.
ABSTRACT This study investigates the critical factors influencing Digital Transformation (DT) in micro, small, and medium enterprises (MSMEs) within the post‐pandemic context. Data were collected through an online survey of 341 respondents and analyzed using Partial Least Square Structural Equation Modeling (PLS‐SEM).
Andrej Přívara   +4 more
wiley   +1 more source

Multidexterity: Reframing Strategic Agility for Hyper‐Transformation

open access: yesStrategic Change, EarlyView.
ABSTRACT Organizations experiencing hyper‐transformation—continuous, multidimensional, accelerated, and simultaneous organizational changes—face some limitations in traditional strategic agility and ambidexterity frameworks. Current strategic agility emphasizes rapid responsiveness but insufficiently addresses the nuanced management of varying speeds ...
Alessandro Lanteri
wiley   +1 more source

Bounded Sustainable Entrepreneurship: Uncertainty, Perceptions, and Tensions

open access: yesStrategic Change, EarlyView.
ABSTRACT Entrepreneurs experience subjective perceptions of uncertainty and other barriers as they attempt to design their business model. These create boundaries of a cognitive nature that entrepreneurs must navigate. It has been suggested that sustainable entrepreneurship is inherently even more uncertain and complex than traditional entrepreneurship.
Martyna Jurek   +2 more
wiley   +1 more source

Temporal trends in physical fitness among preschoolers from Macao Special Administrative Region between 2002 and 2020. [PDF]

open access: yesJ Exerc Sci Fit
Choi SM   +6 more
europepmc   +1 more source

Knowledge Transformation in Purchasing and Supply Management: A Process Perspective

open access: yesKnowledge and Process Management, EarlyView.
ABSTRACT To succeed in the face of constantly changing business challenges, Purchasing and Supply Management (PSM) needs to develop strong knowledge management (KM) mechanisms to equip individuals with accurate, reliable, and up‐to‐date knowledge and has, therefore, become a significant factor in building competence in this area.
Stephen Kelly   +4 more
wiley   +1 more source

Home - About - Disclaimer - Privacy