Given the ever-changing world of technological advances, and due to the fact that business entities strive for efficiency and cost reduction, open innovation (OI) has become the focus of academic and scholarly discussions. Furthermore, to increase their competitiveness, small and medium enterprises (SMEs) have started implementing OI practices. This study aims to investigate the impact of SMEs’ internal organizational practices on OI and the impact of the latter on SMEs’ business performance. This quantitative study, which was based on gathering insights from SMEs, sought to answer two research questions related to the effects of organizational practices on the adoption and management of OI processes in SMEs and the role of OI in accelerating the business performance of SMEs. The findings revealed that not all SMEs’ internal organizational practices have a positive impact on both OI and SMEs’ business performance. This study is among the earliest studies in the UAE and GCC region to explore the impact of specific internal organizational practices on SME OI adoption and its business performance. The present study contributes theoretically and practically to OI literature and assists SME managers in evaluating their internal organizational practices’ suitability for OI adoption.

Sustainability-oriented entrepreneurship is becoming more widely acknowledged as a mean of addressing social and environmental issues while promoting economic development, though little research has looked at the cognitive processes by which innovation-related thinking translates into sustainability entrepreneurial intention. The relationships between innovative mindset, entrepreneurial mindset, and sustainability entrepreneurial intention among university students are examined in this study. A mediation model is proposed in which innovative mindset positively influences entrepreneurial mindset (H1), entrepreneurial mindset positively influences sustainability entrepreneurial intention (H2), and entrepreneurial mindset mediates the relationship between innovative mindset and sustainability entrepreneurial intention (H3). In total, 163 university students in the United Arab Emirates provided the data, which was then analyzed using partial least squares structural equation modeling (PLS-SEM). All of the proposed hypotheses are supported by the results. These findings offer preliminary and partial support for a theoretically defined cognitive pathway connecting sustainability entrepreneurial intention, innovative mindset, and entrepreneurial mindset. In particular, the findings indicate a positive correlation between innovation-oriented cognitive abilities and entrepreneurial cognition, which is linked to sustainability-oriented intentions. The low explained variance in sustainability entrepreneurial intention, however, suggests that the model only partially explains the variables influencing SEI. As a result, this study advances a more complex, mechanism-based understanding of one potential cognitive pathway in sustainability entrepreneurship and emphasizes the need for more thorough models that include contextual, motivational, and sustainability-related predictors. Additionally, it provides cautious practical implications for entrepreneurship education, especially when it comes to combining learning that is focused on sustainability with the development of an innovative and entrepreneurial mindset.

This study examines the link between sustainable corporate Innovation and digital business resilience in the face of global market disruptions from 2021 to 2026, and how managers respond. While previous studies have focused on the elements of sustainability and digital transformation or resilience, there is a lack of focus on the dynamic interplay between these elements within sectors and over time. This study draws on a framework of dynamic capabilities and organizational learning and suggests a proposed relationship between sustainable innovation and resilience outcomes that is mediated by managerial responses. A multiple-case study design is followed, with secondary data that are gathered from corporate reports, industry publications, and academic case studies in the manufacturing, services, and technology industries. Patterns around capability development and adaptation are identified through thematic analysis and cross-case synthesis. The results show that the managerial response is key to sustainable Innovation being realized as resilience, and that there are differences among sectors and a clear timeline of reactive to proactive and AI-based. The study is of theoretical significance because of the integration of sustainability, Innovation, and resilience.