While most researchers interested in the concept of dynamic capabilities focus their attention on analyzing how companies transform their resources to compete in their environment, the process of developing dynamic capabilities is treated as a marginal issue. Although the literature suggests various approaches to developing dynamic capabilities, they are formulated in general terms, and doubts can be raised about the links between actions. There is also a lack of empirical research indicating the links between activities in the process of developing dynamic capabilities and their influence on the effectiveness of an organization. The aim of the study is to formulate a proposal for a model of the process of developing dynamic capabilities aimed at increasing the economic effectiveness of a company and to determine the links between the activities in the model. The theoretical contribution of the paper consists in presenting a model of the process of developing dynamic capabilities aimed at increasing the economic effectiveness of the company. The results presented in the paper refer to an empirical examination of the model of developing dynamic capabilities, covering five activities: searching for opportunities; knowledge management and learning; coordination; configuration and reconfiguration; and organizational adaptation. The study also includes an examination of the possible impact the components of the dynamic capabilities building process have on a company’s performance. The study uses the survey method and data was obtained from top managers. The conclusion, based on data from 471 Polish companies, was made using structural equation modelling. The results of the empirical research suggest that the individual activities in the process of developing dynamic capabilities are interconnected, and through mutual interactions and couplings, they positively affect the economic effectiveness of an enterprise. The results indicate that searching for opportunities is the precursor, and the main factor influencing the other activities in the process, which suggests that managers should focus on improving activities in this area.

/pdf/the-process-of-developing-dynamic-capabilities-the-22qp8finy1.pdf

The process of developing dynamic capabilities: The conceptualization attempt and the results of empirical studies.

This study aims to identify the combinations of the dimensions of entrepreneurial management that can facilitate the growth of a company under different conditions (including crises). The study focuses on the small and medium-sized enterprise sector and printing industry, and it is based on a sample of 150 enterprises that operate in Poland. An examination via fuzzy-set qualitative comparative analysis indicates that combinations of opportunity-seeking and diversification, as well as those of innovativeness and diversification, can foster growth during the first phase of a crisis. In the second phase of a crisis, three combinations can engender growth: innovativeness with diversification, proactiveness with diversification, and opportunity-seeking with proactiveness and innovativeness. This study contributes to the theory in the areas of entrepreneurship, firm growth, and crisis management. It also provides meaningful recommendations for managers and entrepreneurs regarding the mitigation of the impact of a crisis, while sustaining growth. 

How to sustain company growth in times of crisis: The mitigating role of entrepreneurial management

Taking into account the impact of the COVID-19 and adopting the assessment optics of students from Generation Z currently entering the labor market, we have made the aim of this article to provide better insight into the relationship between Industry 4.0 and corporate social responsibility. The survey was conducted in the form of an online survey in two leading universities in Poland in the field of economic education. 646 students took part in the survey. The data were analyzed using logit regression models. The results of the study suggest that the increase in the use of management solutions supporting Industry 4.0 in the wake of the COVID-19 crisis will increase the importance of the economic, social, and environmental dimensions of corporate social responsibility. Pointing to the forecasted increase importance of corporate social responsibility, we suggest linking management solutions supporting Industry 4.0 with corporate social responsibility. However, we also draw attention to the impact of individual management solutions supporting Industry 4.0 on specific Corporate Social Responsibility (CSR) dimensions.

https://www.mdpi.com/1996-1073/14/6/1642/pdf

Impact of Management Tools Supporting Industry 4.0 on the Importance of CSR during COVID-19. Generation Z


Purpose
The purpose of this paper is to structure existing research on knowledge management (KM) in small- and medium-sized enterprises (SMEs) to offer a comprehensive overview of research strands and topics in KM in SMEs to determine their evolution over time.


Design/methodology/approach
The paper, which is considered a follow-up literature review, is based on a systematic literature review that covers 180 scientific papers that were published since the review paper by Durst and Edvardsson in 2012 that covered 36 papers.


Findings
The findings of this review and those of the aforementioned review are brought together in the form of an overview that structures research on KM in SMEs based on themes that, in turn, allow the derivation of promising research directions and research questions aimed at structuring future research on KM in SMEs.


Originality/value
By combining the findings of this review with the findings from the review published in this journal in 2012, this paper offers, to the best of the authors’ knowledge, the most comprehensive literature review on KM in SMEs produced to date.


/pdf/knowledge-management-in-smes-a-follow-up-literature-review-2ckn5yu2.pdf

Knowledge management in SMEs: a follow-up literature review

The recent surge in the adoption of artificial intelligence (AI) by small and medium-sized enterprises (SMEs) has garnered significant research attention. However, the existing literature reveals a fragmented landscape that hinders our understanding of how SMEs use AI. We address this through a systematic literature review wherein we analyze 106 peer-reviewed articles on AI adoption in SMEs and categorize states and trends into eight clusters: (1) compatibility, (2) infrastructure, (3) knowledge, (4) resources, (5) culture, (6) competition, (7) regulation, and (8) ecosystem: according to the technology–organization–environment model. Our research provides valuable insights and identifies significant gaps in existing literature, notably overlooking trends identification as a pivotal driver and neglecting legal requirements. Our study clarifies AI implementation within SMEs, offering a holistic and theoretically grounded perspective to empower researchers and practitioners to facilitate more effective adoption and application of AI within the SME sector. 

The new normal: The status quo of AI adoption in SMEs

The purpose of this paper is to analyse the adaptation process of small and medium-sized enterprises (SMEs) to volatile environment supported with learning, knowledge and innovation.,This study used an inductive approach to analyse qualitative data obtained from an SME operating in the international market. Various data collection methods, including interview, focus group discussion and observation, were used to allow the researchers to undertake triangulation.,This study demonstrates that managers should be eager to adjust their innovation to a changing environment and continually update pre-determined plans. Learning is an ongoing process required for innovation, requiring up-to-date support from knowledge produced via learning. For this reason, learning is required in all dynamic capability processes.,The single case study design offers deep and detailed insights regarding the process of how firms create innovation based on learning in an uncertain environment. Future research could investigate whether the findings of this study are generalisable using a large number of subjects and a cross-sectional method.,This study offers insight to relatively empirical evidence on how firms respond and adjust to volatile environment using an integrative perspective covering learning, knowledge and innovation. In addition, this offers insight regarding how knowledge can be developed based on learning from the environment and converted into innovation through dynamic capabilities.

The implementation of dynamic capabilities for small and medium-sized enterprises in creating innovation

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The implementation of dynamic capabilities for small and medium-sized enterprises in creating innovation