Strategic Agility and SME Performance for Sustainable Development: The Mediating Role of Technological Innovation

Strategic Informational Alignment in Manufacturing SMEs Strategic Informational Alignment in Manufacturing SMEs

Organizational Capabilities and ESG Performance: Evaluation of Strategic and Technological Capabilities for Innovation Performance of SMEs

The growing importance of Environmental, Social, and Governance (ESG) performance has become a critical focus for companies striving for sustainability and competitive advantage, particularly in the high-tech manufacturing sector. This study investigates how coopetition capabilities and market orientation shape ESG performance, emphasizing the mediating roles of innovation capabilities, digital infrastructure, and data analytics capabilities (DAC). The research focuses on Chinese SMEs within the high-tech manufacturing industry. The findings reveal that coopetition capabilities positively influence digital infrastructure and innovation capabilities but do not significantly impact DAC. Similarly, market orientation enhances digital infrastructure and innovation capabilities but does not impact DAC. Moreover, digital infrastructure and innovation capabilities contribute significantly to ESG performance, whereas DAC remains decoupled from sustainable outcomes. The interplay between coopetition, market orientation, and ESG outcomes is mediated exclusively through digital infrastructure and innovation capabilities. In this framework, firm size and age emerge as important contextual factors that positively impact ESG performance. This study contributes to the ESG literature by integrating the concepts of coopetition and market orientation, showcasing their pivotal roles in cultivating strategic and technological capabilities geared toward sustainable value creation. The insights underscore that high-tech SMEs can leverage coopetition and market alignment strategies to strengthen innovation and infrastructure, enabling improved ESG performance and supporting long-term sustainable growth.

Strategic Transformation for Sustainable Manufacturing: A Review of Dynamic Capabilities and Organizational Performance

Against the background of increasing environmental pressure, rapid advances in digital technology, and rising stakeholder expectations, sustainable development has become an important strategic task for manufacturing firms. Strategic transformation is widely regarded as a key pathway to long-term competitiveness, yet firms often achieve very different outcomes from similar transformation efforts. This paper reviews research on strategic transformation, dynamic capabilities, and sustainable organizational performance and develops an integrated analytical framework based on dynamic capability theory. It argues that strategic transformation encompasses not only green upgrading and digital renewal, but also systematic changes in strategic direction, resource allocation, organizational structure, and business models. Through stronger capabilities to sense change, seize opportunities, and reconfigure resources, firms can convert transformation investments into economic, environmental, social, innovation, and resilience outcomes. Leadership, a learning-oriented culture, digital maturity, industry characteristics, and institutional support influence this conversion process. By integrating different streams of transformation research within a unified capability perspective, the paper identifies future research priorities concerning transformation configurations, the microfoundations of dynamic capabilities, short- and long-term performance differences, organizational resilience, and manufacturing in emerging economies.

Strategic Prioritization of Business Initiatives Using the Grey Relational Analysis (GRA) Method

Strategic management is a systematic process that enables organizations to define long-term objectives, make informed decisions, and allocate resources effectively to achieve sustainable growth. It combines strategic analysis, planning, implementation, and evaluation to address competitive challenges while adapting to changing market conditions. By assessing internal strengths and weaknesses alongside external opportunities and threats, organizations can align their mission and vision with strategic goals. Research in strategic management plays a crucial role in enhancing organizational performance by supporting innovation, efficient resource utilization, and competitive advantage. It also promotes ethical practices, sustainability, and responsiveness to emerging technologies and market trends. The strategic management process includes strategy formulation, implementation, and continuous evaluation to ensure organizational adaptability and long-term success. Common strategic approaches include market expansion, product diversification, cost leadership, strategic partnerships, and technological innovation. Performance is often assessed using indicators such as revenue growth potential, market share increase, customer satisfaction, and brand value enhancement, with cost leadership identified as the most effective strategy

DIGITAL PLATFORMS AND FIRM PERFORMANCE IN SHANDONG’S LOGISTICS SMES

Please In the context of accelerating digital transformation, small and medium-sized enterprises (SMEs) are increasingly confronted with multifaceted challenges arising from rapid technological disruption, evolving customer expectations, and intensifying market competition. These pressures are particularly evident in the logistics sector, where firms must continuously adapt to digital integration and operational complexity. Grounded in the Resource-Based View (RBV) and Dynamic Capability Theory (DCT), this study develops a comprehensive conceptual model to examine how digital platforms, knowledge-based dynamic capabilities, and business model innovation (BMI) interact to influence firm performance, with a specific focus on logistics SMEs in emerging economies. The study investigates not only the direct impact of digital platforms on firm performance but also the indirect effects through the mediating roles of knowledge-based dynamic capability and business model innovation. By conceptualizing knowledge-based dynamic capability as a firm’s ability to acquire, integrate, and apply knowledge, and BMI as the mechanism through which firms reconfigure value creation and delivery, this research highlights the pathways through which digital technologies translate into performance outcomes. The findings are expected to provide both theoretical and practical contributions. Theoretically, the study enriches existing literature by integrating RBV and DCT to explain the synergistic relationships among the key constructs. Practically, it offers actionable insights for managers, emphasizing the role of digital platforms as strategic enablers of organizational adaptability and innovation. Ultimately, the study underscores the importance of cultivating dynamic capabilities and aligning business models with digital opportunities to achieve sustained competitiveness and long-term performance improvement in an increasingly volatile business environment.

Integrating Learning and Strategy to Enhance SME Performance in Indonesia

This study examines the integration of learning orientation and business strategy in driving the entrepreneurial orientation — specifically innovativeness, proactiveness, and risk-taking — of small and medium-sized enterprises (SMEs) in Indonesia. Grounded in the Resource-Based View (RBV) theory, this research addresses a key gap by investigating how learning and strategy mediate the relationship between entrepreneurial behaviors and firm performance. Using Partial Least Squares Structural Equation Modeling (PLS-SEM) and a survey of 300 SME entrepreneurs, the study finds that learning orientation and business strategy significantly influence firm performance, collectively explaining 51.3 % of the variance. The results demonstrate the pivotal role of innovation, proactive behaviors, and risk-taking in enhancing SME competitiveness and growth. Furthermore, the study highlights the importance of continuous learning and strategic adaptability in helping SMEs navigate Indonesia's dynamic market environment. These findings provide new theoretical insights into the mechanisms driving firm performance and offer practical implications for SME managers and policymakers aiming to foster entrepreneurial growth in emerging economies. This research contributes to the literature by exploring the unique interplay between learning, strategy, and entrepreneurship within the Indonesian context.