The construct of organisational resilience is embedded in a set of individual level attributes and organisational level processes; however, there seems to be scarcity in the current literature of resilient models of operation that can amalgamate these two interlinked levels. This paper is an attempt to empirically explore the relationship of applying the vanguard method of systems thinking in service organisations with enhancing organisational resilience. Two case studies were conducted in two service organisations in the UK. Data were collected via semi-structured interviews, observations, and archival documents, followed by the use of the nine-item Organisational Commitment Questionnaire. Cross-case analysis of the results shows that the employment of the vanguard method in service organisations operationalized two-dimensional determinants for improving organisational resilience; an organically structured organisation (i.e. organisational level), and highly affectively committed core employees (i.e. individual level).The value of this paper is the identification of two-level service organisations capabilities that can support organisational resilience and how these capabilities emerge as a result of employing the vanguard method.

This paper initialises an effort to explore the impact of an innovative systems thinking approach for service operations design on creating innovation. A qualitative exploratory case study approach in two of the UK’s service sector departments was conducted, using face-to-face semi-structured interviews, focus groups, and extractions from both observations and documents. The results identify that operationalising service innovation is positively linked with applying the Vanguard Method for service operations design. Twelve micro-determinants for service innovation operationalisation have been identified that reside at three different levels in the service organisation, namely employees level (i.e. Micro), the functional level (i.e. Meso), and corporate level (i.e. Macro). The value of this paper is the introduction of a step-by-step guidance on how to build service operations design to operationalise service innovation, the paper also theorises service innovation with systems thinking methodology that emphasises holistic, multi-disciplinary, and integrative characteristics of the service system.

Although literature investigating role of Green Marketing (GM) in enhancing firm’s performance is voluminous, there is a scarcity of studies exploring effects of GM on organizational sustainable performance in developing countries context. This study explores the impact of implementing GM on organizational sustainable performance in Palestinian food industries. To this end, GM practices and organizational sustainable performance-related data were collected through a questionnaire and analyzed using the Partial Least Squares Structural Equation Modeling (PLS-SEM). Results show a modest, unstructured quasi-GM strategy. More specifically, both green product and green placement and distribution contribute to enhancing the firm’s environmental performance (EP), while green promotion enhances the economic performance (EcP). Also, the social performance (SP) is affected by the green placement and distribution. However, green pricing has no significant effect on the organizational sustainable performance. This study is among few studies exploring impacts of GM on firm’s organizational sustainable performance in developing countries context, thus adding significant value to the literature by attempting to counter sustainable performance issues in current complex business environments.

The use of Building Information Modeling (BIM) technology has facilitated storage and reuse of information throughout the lifecycle of construction projects. Despite its benefits, construction industry has witnessed several obstacles in adopting BIM technology in terms of people management. This paper investigates how ADKAR model (an acronym for five stages of effective lasting people change: awareness, desire, knowledge, ability, and reinforcement) can contribute to successful adoption of BIM in construction sector. This study was conducted in two main stages: a rigorous literature review process followed by data collection using eight in-depth interviews with construction project managers. Data was analyzed following Bryman and Bell’s [(2007). Business Research Methods. Oxford: Oxford University Press] steps for thematic analysis. The results from interviews combined with results of literature review contribute to the development of an integrated conceptual model of change management. The conceptual model identifies two main phases of determinants for successful change management process towards the adoption of BIM technology using ADKAR model. Firstly, engineers as designers with different specialist (i.e., architectural, civil, electrical, mechanical), engineers as contractors, and clients require the enhancement of all five dimensions of ADKAR for a lasting change. Secondly, government requires the enhancement of three main dimensions of ADKAR model, namely awareness, desire, and reinforcement.