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This study examines the criteria for evaluating the quality of servitization and the factors influencing the project–service system's success.

Evidence was collected through three rounds of Delphi consensus with 42 project managers.

The results indicate that the quality of servitization in project-oriented organizations is conceptualized as a cumulative construct driven by the product-service system's overall ability to offer more customer value. This value is defined by three interconnected dimensions: the service, the project and the integration system. The study also proposes a novel customer-oriented quality process with two connected levels comprising eight key factors influencing the quality of the project–service systems and nine key quality criteria that assist in evaluating the project–service systems.

Offering extra services is crucial for successful project-oriented organizations to deliver more customer value. The value of servitization is the combined value of products and services. The failure of one of these components to satisfy customers leads to the collapse of the whole system, which entails the need for a balanced-focus quality system toward projects and services.

This study contributes to the quality of servitization in project-oriented organizations, arguing that a balance between service orientation and project orientation is preferred to increase customer value and reduce the clash and ambiguity between project operations and service provision.

The purpose of this study is to investigate the structural changes needed for project-based organisations (PBOs) to synthesise their project operations and services following the servitisation strategy. It addresses the question of how PBOs should change their organisational structure fitting with service provision strategy.

This study followed an exploratory research method using a single in-depth case with evidence collected from 51 project managers from five different industry sectors: construction, oil and gas, IT, logistics and health care

Capitalising on organisational design theory, it has been found that successfully extending PBOs' outcomes into a system of both project output and extra services requires an adjustment of organisational structure that creates greater value for both companies and customers. This required adjustment has been divided into five main categories: (1) collaboration cross-project and customers; (2) flexible workflow, (3) decentralised decision-making, (4) wide span of control and (5) project governance. However, the findings indicate that success can only be ensured by particular mutually coordinated organisational designs with a suitable balance of products and services

This study presents vital indicators to PBOs practitioners when deploying servitisation within their operational strategy by adjusting the organisation's design.

Servitisation could add both economic and social values for a diverse set of project stakeholders. However, the sustainability performance of servitisation in servitised project-based organisations is an outcome of reducing the discrepancy between project operation and service provision activities.

This study contributes to the body of knowledge and proposes a structural alteration process in PBOs to help align project operations and service provision activities. It explains how project-based organisations reconfigure their resources to provide services.

The primary purpose of this study is to investigate the strategic transition undertaken by e-retailers as they progress from meeting order-qualifier requirements to establishing order-winner elements within their operational frameworks. The overarching objective is to uncover how e-retailers can attain and sustain a competitive advantage in the marketplace.

This study adopted a focus group strategy, which involved collecting qualitative data. Evidence was collected from 41 customers and 16 business managers. The template analysis method was employed to code and organise themes identified during these discussions systematically.

The study identified 34 operational dimensions. 19 dimensions are related to e-retailing platforms and transaction processes, and 15 measurements are related to product or service characteristics. These dimensions were grouped into threshold resources, distinctive resources, threshold competencies and distinctive competencies. Distinctive resources and distinctive competencies are the most critical dimensions of e-retailing. These dimensions are subject to the “more is better” rule. Nevertheless, threshold resources are essential for e-retailing to be considered in the marketplace. It represents the “Must-be quality element.”

This study introduces the concept of a “cumulative model” in e-retailing. It offers strategic guidance for e-retailers seeking to navigate the complex landscape of competitive priorities. Companies can enhance their differentiation edge by identifying and emphasising distinctive resources and competencies. The study offers a nuanced understanding of the interplay between order-qualifier and order-winner elements in the pursuit of sustained competitiveness within the dynamic e-retail industry.

This study aims to understand the challenges facing Syrian refugee entrepreneurs in Jordan and offers professional support to refugee entrepreneurs, with a view to improve their economic and social status, aid cultural integration and ultimately to help turn their business idea into reality.

A total of 62 semi-structured interviews were conducted with Syrian refugees in Jordan.

The study reveals that refugee entrepreneurs are both entrepreneurs of necessity and opportunity. Refugee entrepreneurship improves social welfare and drives economic growth. Nevertheless, refugee entrepreneurship faces many challenges and difficulties, mainly in terms of financing difficulties, cultural differences and a lack of business management skills.

Future studies could investigate if the research results can be generalised to global refugee entrepreneurship by gathering data from other countries and comparing the subsequent results with this research.

The research shows that programmes and instruments should be created to support refugee entrepreneurship. It is also suggested that both social and economic support is needed to prompt refugee entrepreneurs. International cooperation and international organisations are important to support refugees and support countries that receive them, with a view to reduce the economic burden on these countries, which will in turn improve the quality of life for refugees.

The increasing number of refugees is becoming a very serious social issue. The international community should contribute to helping those refugees through economic, social and cultural integrations.

This paper focuses refugee entrepreneurship to understand refugees’ entrepreneurial behaviour and any challenges facing Syrian entrepreneurship in Jordan.

Business excellence relies heavily upon sustainable innovation. Still, sustainable innovation is an emerging concept in business practices and has yet to reach a common perception among small- and medium-sized enterprises (SMEs). This study aims to address sustainable innovation in SMEs and the factors driving sustainable innovation development.

An exploratory study was conducted to gain insight into the emerging concept of sustainable innovation in the SMEs’ context. Empirical evidence was collected from five case studies. Twenty-five interviews were conducted.

This study findings show that SMEs have different ways of understanding sustainable innovation, resulting in different approaches to integrate sustainable innovation into their business. In SMEs, sustainable innovation may not be a fixed concept due to its ambiguous boundaries and various ways of understanding. External and internal factors are driving SMEs’ sustainable innovation. It depends mainly on organizational culture and the capabilities of SMEs and their members in terms of cooperation and integration in work teams, conditions to achieve consensus, articulation of activities, coherence and commitment to the firms’ objectives. These factors collide and enhance each other and positively impact SMEs’ sustainable innovation.

The scientific relevance of this study lies in the integration of sustainable innovation research in the context of SMEs. There has been limited exploration of how SMEs perceive and engage in sustainable innovation and the factors that drive sustainable innovation development outside of large firms. This study empirically explored the concept of sustainable innovation in the context of SMEs to understand underlying factors related to sustainable innovation.

The business environment is increasingly volatile, complex, uncertain and ambiguous. Today, COVID-19 represents a super-disruption situation. This paper aims to explore small and medium-sized enterprises’ (SMEs’) resilience from continuous improvement lenses. It explores the role of continuous improvement in building organizational resilience across SMEs.

A Delphi methodology has been adopted to capture evidence and opinions from 38 experts from several Jordan-based SMEs through three-online rounds.

The study finds that continuous improvement enhances SMEs’ resilience in the short term and long term. It can translate the concept of resilience into tangible working constructs for SMEs in visualizing and making decisions about their risks, adapting, absorbing changes and prevailing over time. The role of continuous improvement in building organizational resilience is fourfold; continuous improvement is a cyclical process; it has a vital cultural aspect and can be considered a business philosophy. It also emphasizes a holistic change approach based on small but constant changes. However, SMEs’ leaders must consider several issues for effective continuous improvement, including a continuous improvement culture and a results-focused approach.

Organizational resilience has been studied across various contexts; however, there are still unanswered questions for SMEs’ resilience. This study contributes to theory and practice by examining the role of continuous improvement in SMEs’ resilience.

This paper explores the applications of lean thinking in re-evaluating the business school curriculum, syllabus and intended learning objectives to enhance the employability of graduates through identifying and eliminating non–value-added activities.

The research employed multilevel qualitative methodology, where 55 semi-structured interviews were conducted to collect data from academics, students and graduates from several private and public universities in Jordan.

The study finds that the application of lean thinking in the business school is twofold – it helps the developer of the school curriculum to get rid of many superfluous and non–value-added activities and also emphasises and reinforces the value-added activities. Value stream mapping, with a consideration for internal and external outputs, has been found to be a useful tool for developing an employability-focussed curriculum that equips business school students with the required competences and skills in the labour market.

The study is based on a qualitative research approach. The generalisability of the findings is difficult to assess, and future research would benefit from the insights obtained from the quantitative data

In practice, this study has identified different types of non–value-added and unnecessary activities in business school curriculum and has made suggestions for the development of a more employability-focussed curriculum.

This paper investigates the non–value-added activities of the business school curriculum, syllabus and the intended learning objectives to enhance the employability of graduates in Jordan.

This study aims to answer the question of how firms can deal with the great bullwhip effects caused by COVID-19?

An exploratory research method has been adopted and evidence was collected based on 41 online interviews.

The study finds that the bullwhip effect is caused by the sudden changes in customers purchasing behaviour during the pandemic and the businesses’ inaccurate anticipation of the situation. Managing the bullwhip effects caused by COVID-19 requires situation awareness, localisation and an intelligent supply chain. Situation awareness is a vital concept in emergency response, knowing what is going to figure out what should be done. Furthermore, reducing the geographical distances between the firm and other parties in the supply chain, which equates to supply chain localisation, enforces just-in-time inventory. Finally, supply chain digitalisation is no longer an option; implementing such a solution enables end-to-end visibility, collaboration, flexibility and optimisation of orchestration of the supply chain.

This study presents indicators explaining how organisations can deal with the great bullwhip effects caused by COVID-19.

The ongoing outbreak of the COVID-19 pandemic has brought about significant challenges for supply chain management, and this study contributes to the body of knowledge and proposes a model of reducing the bullwhip effects.

This study investigates the role of supply chain knowledge management in enhancing pharmaceutical supply chain resilience.

This study focusses on the Middle East region, where semi-structured online interviews were conducted with 38 professionals from the pharmaceutical supply chain to collect empirical data.

The study reveals that supply chain knowledge management is a crucial value-adding practice that improves pharmaceutical supply chain resilience. Effective supply chain knowledge management enables organisations to develop agility, change, adaptability, problem-solving, response and innovation capabilities that support supply chain resilience. However, challenges related to supply chain management practices, people, processes and technology hinder the effective promotion of supply chain knowledge.

This study reminds managers that knowledge management is critical for building resilience in supply chains.

The study highlights the importance of a resilient pharmaceutical supply chain for organisations and society. The study advocates that effective supply chain knowledge management can help ensure a sustained supply of high-quality pharmaceutical products and services during crises.

The study offers novel insights by examining pharmaceutical supply chain resilience from a knowledge management perspective and highlighting the potential of knowledge capabilities to enable supply chains to recover from crises and adapt to the new normal. This study also highlights the key strategic considerations for managing knowledge effectively throughout the supply chain.

The purpose of this paper is to distinguish different types of sustainable digital entrepreneurs (SDEs) and explore their approaches toward enhancing organizational resilience.

Investigation of entrepreneur characteristics using Grounded Theory methodology; 12 semi-structured telephone interviews with (owner-)managers of digital-resilient small and medium-sized enterprises (SMEs) and start-ups in Germany; adaptation of a sustainability-digitalization-matrix for initial clustering; investigation of reoccurring patterns (within and between clusters) through variable-oriented content analysis; application of the capability-based conceptualization of organizational resilience for synthesis and extension.

First, the authors present a new typology of SDEs, including descriptions of the four main types (Process-Oriented System Thinker, Unconventional Strategist, Dynamic Visionary and Success-Oriented Opportunist). Second, the authors propose a conceptual framework with six success factors of organizational resilience. The framework accentuates the influence of SDEs on organizational culture and the macro-environment.

Digital sustainability and resilience are emerging management principles. The insights gained will allow (future) entrepreneurs to perform a self-assessment and replicate approaches toward enhancing SME resilience; for example, governing the co-creation of an organizational culture with a strong integrative view on sustainability and digitalization.

SMEs are characterized by high vulnerability and a reactive response to the disruptions caused by sustainability crises and digitalization. Blending sustainable and digital entrepreneurship at a micro-level, the authors identified the success factors underpinning organizational resilience that are associated with the characteristics of four types of SDEs.