Aug 2026· Dinasti International Journal of Economics, Finance & Accounting· Vol 7, pp. 2003-2014· 0 citations
TL;DR
An integrated conceptual model is proposed that advances the understanding of capability-based academic transformation and provides a theoretical foundation for future empirical research and strategic digital transformation initiatives in higher education institutions.
Abstract
Digital transformation has intensified the pressure on higher education institutions to achieve sustainable Institutional Competitive Advantage through the effective management of academic resources and digital technologies. Although Knowledge Creation Capability, Academic Innovation Capability, and Research Collaboration Capability have been widely recognized as important organizational capabilities, the mechanism through which these capabilities are transformed into Institutional Competitive Advantage remains insufficiently understood. This study aims to synthesize empirical evidence concerning the relationships among Knowledge Creation Capability, Academic Innovation Capability, Research Collaboration Capability, Institutional Dynamic Academic Capability, AI Adoption, and Institutional Competitive Advantage. A semi-systematic (narrative) literature review was conducted by synthesizing 78 empirical articles published in Scopus-indexed journals between 2020 and 2025. The conceptual synthesis integrates the Resource-Based View, Dynamic Capability Theory, and the Technology-Organization-Environment framework, while Structural Equation Modeling serves as the analytical perspective for interpreting the relationships reported in previous empirical studies. The synthesized evidence indicates that Knowledge Creation Capability, Academic Innovation Capability, and Research Collaboration Capability constitute complementary antecedents of Institutional Dynamic Academic Capability. Institutional Dynamic Academic Capability functions as the central mediating mechanism that transforms academic capabilities into Institutional Competitive Advantage, whereas AI Adoption strengthens this relationship by enhancing organizational adaptability, knowledge utilization, and strategic responsiveness. Based on these findings, this study proposes an integrated conceptual model that advances the understanding of capability-based academic transformation and provides a theoretical foundation for future empirical research and strategic digital transformation initiatives in higher education institutions.
Higher education institutions face increasingly complex challenges due to digital transformation, the development of artificial intelligence, changes in learning models, and increasing global competition. These conditions require higher education institutions to strengthen their adaptability and competitiveness. This article aims to synthesize the literature on the role of academic engagement capability in building institutional competitive advantage through institutional dynamic academic capability. The study uses a Narrative Literature Review approach to Scopus-indexed articles from 2020–2026 that discuss academic engagement, knowledge creation capability, academic innovation capability, research collaboration capability, dynamic capability, and higher education competitiveness. The synthesis results indicate that academic engagement capability is a strategic resource that drives the formation of knowledge creation capability, academic innovation capability, and research collaboration capability. These three capabilities collectively form institutional dynamic academic capability that enables higher education institutions to identify changes, exploit opportunities, and reconfigure resources sustainably. This article proposes a conceptual framework that explains the process of transforming academic engagement capability into institutional competitive advantage through capability building mechanisms. These findings expand the application of Dynamic Capability Theory in the context of higher education and provide implications for strengthening the competitiveness of higher education institutions.
Hari Moektiwibowo, Hapzi Ali· Dinasti International Journa...· 0 citations
This study investigates how organizations in Vietnam achieve sustainable performance through green knowledge management (GKM), digital tools (DKM), leadership and culture (LOC), and institutional support (INS). Drawing on the Knowledge‐Based View, Dynamic Capabilities Theory, Institutional Theory, and Leadership Theory, we develop and test a model in which innovation capabilities (IC) mediate the link between organizational enablers and sustainability outcomes. Rather than treating these theories as interchangeable explanations, the study maps each theoretical lens onto a distinct capability‐building mechanism: knowledge conversion, dynamic reconfiguration, behavioral and cultural activation, and legitimacy‐enabled institutional support. Survey data from 350 firms across the manufacturing and service sectors were analyzed using structural equation modeling (SEM). Results show that all dimensions of GKM, DKM, LOC, and INS significantly enhance IC. Knowledge application emerged as the strongest GKM predictor, while AI‐based platforms were the most influential among DKM. Process eco‐innovation was the most powerful driver of sustainable performance across financial, environmental, and social dimensions. Mediation tests confirmed IC as a key mechanism translating organizational resources into sustainability outcomes. The study integrates multiple theoretical perspectives and validates the mediating role of eco‐innovation. It contributes to Corporate Social Responsibility and Environmental Management research by explaining how firms convert sustainability‐oriented knowledge, digital tools, leadership practices, and institutional pressures into innovation capabilities that generate triple‐bottom‐line performance. From a practical perspective, the findings guide managers in leveraging green knowledge, digital tools, and leadership culture, and inform policymakers about the role of incentives, regulations, and certifications in supporting sustainability transformation.
Mingqiang He, Van Kien Pham, Thi Thuy Dung Pham et al.· Corporate Social Responsibil...· 0 citations
Purpose: This study examines sustainable digital transformation (SDT) as a dynamic strategic capability for Kenyan organizations operating under institutional pressure and technological uncertainty. It investigates the influence of institutional pressures and technological uncertainty on SDT capability, its relationship with strategic adaptability, and the moderating roles of leadership support and organizational learning culture.
Methodology: This study utilized PRISMA-inspired systematic scoping review. Data sources included major academic databases such as Scopus, Web of Science, and Taylor & Francis Online, which were treated as the primary repositories for high-quality peer-reviewed scholarly literature. In addition, Google Scholar was used as a supplementary search engine to identify additional relevant studies, including grey literature such as conference papers, theses, working papers, and institutional reports that may not be indexed in Scopus or Web of Science. The peer reviewed literature considered was from 2014-2026
Findings: Institutional pressures including coercive, mimetic, and normative, significantly drive the development of SDT capabilities by compelling organizations to adopt green digital infrastructure, ESG reporting systems, and compliance technologies. However, technological uncertainty creates strategic paralysis, skill obsolescence, sunk-cost dilemmas, and e-waste challenges, often resulting in the “digitalization paradox.” SDT capability positively enhances strategic adaptability by enabling sensing, seizing, and reconfiguring processes. Additionally, leadership support and organizational learning culture are critical moderators that strengthen the conversion of external pressures into robust capabilities and mitigate uncertainty barriers.
Unique Contribution to Theory, Practice and Policy: Based on the study findings, Kenyan organizations should move beyond superficial digital adoption by embedding sustainability into core strategies, supported by visible leadership commitment and strong learning cultures. In addition, policymakers should prioritize integrated green-digital standards, skills development programs, and incentives for capability building to support Kenya’s twin digital and green transitions. Practically, this framework offers practical pathways for achieving genuine sustainability performance and strategic resilience in emerging economies.
Doreen Muriu· European journal of business...· 0 citations
Background: Innovation is a critical factor for organizations to sustain competitiveness in dynamic environments. In this context, knowledge and learning capability are increasingly recognized as strategic resources that support innovation implementation.
Objective: This study aims to identify and synthesize the role of knowledge and learning capability in organizational innovation using a systematic literature review approach.
Methods: Data were collected from the Scopus database, resulting in 30 empirical articles published between 2015 and 2025, and analyzed using thematic analysis.
Results: The findings reveal four main themes. First, organizational learning has a positive relationship with innovation capability and innovation performance. Second, organizational learning acts as a mediating mechanism linking organizational factors to innovation outcomes. Third, knowledge management, absorptive capacity, and dynamic capability form an integrated mechanism that enables organizations to manage and transform knowledge into innovation. Fourth, innovation serves as a key link between organizational learning and organizational performance.
Conclusion: This study contributes by integrating knowledge-based view and organizational learning perspectives, highlighting that the effect of learning on performance is indirect through innovation. Practically, organizations need to strengthen learning processes and knowledge management to enhance competitiveness. The novelty of this review lies in synthesizing fragmented empirical findings into a single integrative framework that positions organizational learning simultaneously as an antecedent, mediator, and dynamic capability. Future research should extend data sources beyond Scopus and empirically validate the proposed integrative model across diverse industry and regional contexts.
This study examines how digital capability, innovation capability, and entrepreneurial orientation jointly shape the business performance of Micro, Small, and Medium Enterprises (MSMEs) in emerging economies. Grounded in the Resource-Based View (RBV), Dynamic Capabilities Theory (DCT), and the Technology–Organization–Environment (TOE) framework, the study adopts a qualitative approach using a Systematic Literature Review (SLR). A total of 35 peer-reviewed articles published between 2020 and 2025 were systematically selected from Scopus, Web of Science, and Google Scholar and analysed using thematic analysis. The findings indicate that digital capability provides the foundation for business performance but generates greater value when mediated by innovation capability and reinforced by entrepreneurial orientation. Innovation capability transforms digital resources into value-creating innovations, while entrepreneurial orientation strengthens organizational adaptability and opportunity recognition in dynamic business environments. The review also identifies contextual barriers, including resource limitations, digital competency gaps, and institutional constraints, which influence digital transformation outcomes in emerging economies. Overall, the study concludes that sustainable MSME performance depends on the strategic integration of organizational capabilities rather than technology adoption alone
S. Muhrami, Dwiyanti, Nurul haeriyah Ridwan· International Journal of Adv...· 0 citations
Digital innovation has become a key enabler of the circular economy, yet existing research on SMEs remains fragmented across technological, organizational, and institutional perspectives. This study addresses this gap through a bibliometric analysis and systematic literature review of 87 peer-reviewed articles published between 2017 and 2025. The review synthesizes the evolution of digital research, identifies its theoretical foundations, key barriers, enabling factors, and performance outcomes, and develops a multi-level conceptual framework linking micro-, meso-, macro-, and ecosystem-level perspectives. The findings suggest that successful digital innovation-enabled circular transformation depends on the interaction of digital capabilities, organizational resources, institutional support, and stakeholder collaboration. The study further reveals that financial constraints, limited digital capabilities, and weak institutional support remain major barriers, whereas Industry 4.0 technologies, leadership commitment, and ecosystem collaboration serve as critical enablers. By integrating fragmented theoretical perspectives into a coherent framework, this review advances the understanding of digital adoption in SMEs and provides a structured research agenda together with practical implications for managers and policymakers seeking to accelerate sustainable digital transformation.
Yi-Jun Cheng, Umar H. A. Kohar· Sustainability· 0 citations