In the context of sustaining innovation, small and medium enterprises (SMEs) strive to enhance their market position through product improvements. However, globalization and rapid technological advancements pose significant challenges, urging SMEs to integrate innovative capabilities into their business models. Effective SME business model innovation, fueled by customer insights, process efficiency, and technology application, can promote development and unlock additional value-creation resources. Despite this, SMEs encounter difficulties in capitalizing on disruptive innovation due to the competitive, technology-driven, and volatile global market. This study aimed to define a comprehensive conceptual model of disruptive innovation specifically tailored for SMEs. Through an automated content analysis of relevant literature, 13 themes and 82 concepts were identified and categorized into four strategic alignment domains. These domains provide a framework for operationalizing the findings and constructing a conceptual model of disruptive innovation. Utilizing this conceptual model as a checklist can assist SMEs in turning disruption into opportunity, thereby supporting their adaptation and growth in an increasingly competitive landscape.

In the current competitive business environment, organisations are required to continuously adapt their strategies to respond to economic, social and environmental challenges. The emergence of Sustainable Human Resource Management (SHRM) is being used as a vital instrument by organisations to achieve sustainable organisational performance (economic, social and environmental) which has become a key area of concern. Hence, the objective of this systematic literature review was to analyse the relationship between SHRM and sustainable organisational performance. A total of 77 research articles on SHRM and sustainable organisational performance were extracted from scopus and google scholar and analysed. The study has therefore shed light on the trends of these two key areas and identified future avenues for research. This chapter has proposed a conceptual framework by integrating sustainable employee performance and sustainable competitive advantage as mediators and examine how SHRM and sustainable organisational performance can help to achieve sustainable tourism.