Digital transformation (DT) fundamentally reshapes how organisations operate, create value, and respond to complex environments through the integration of digital technologies. Beyond mere technical deployment, DT involves behavioural, strategic, and institutional changes. As these transformations are increasingly managed through projects and programmes, project management plays a pivotal role, not only in delivering these transformations but also in enabling them. However, the relationship between DT and project management remains fragmented and insufficiently explored. This paper addresses this gap by systematically reviewing 66 peer-reviewed articles using a qualitative thematic coding approach informed by sociotechnical systems theory. The analysis reveals four interrelated themes: methodologies and the sociotechnical integration of digital tools, misalignments in sociotechnical interfaces, governance and leadership, and industry- or project-specific transformation trajectories. Based on these findings, the paper proposes three key future research agenda: (1) embedding digital tools through methodological mediation and governance integration, (2) governance and leadership as strategic enablers, and (3) advancing sector-specific insights into DT. By offering a structured synthesis and a theory-driven research agenda, this review contributes to a more integrated understanding of how DT unfolds within project-based contexts and lays the groundwork for future interdisciplinary research.

Purpose: The purpose of this paper is to examine the mediating role of the marketing strategy process in the relationship between innovativeness and organizational performance in SMEs.Design/methodology/approach: The partial least squares-structural equation modeling technique was used to analyze data from Brazilian SMEs that belong to the software sector. Innovativeness was considered as a cultural aspect of the firm, which is related to being open to new ideas. The marketing strategy process was analyzed considering its two dimensions, i.e., formulation and implementation of marketing strategies. Organizational performance included variables of market, financial and innovation performance.Findings: The results show that innovativeness positively influences organizational performance through the marketing strategy process. Specifically, the formulation of marketing strategies mediates the relationship between innovativeness and organizational performance. Implementation by itself does not mediate this relationship. When considering the path formulation→implementation as mediator, the influence is positive, i.e., formulation positively influences the implementation of marketing strategies and this path mediates the relationship between innovativeness and organizational performance. Therefore, the mediating role is stronger when considering the formulation-implementation path than when taking into account the activities of the formulation and implementation of marketing strategies separately.Originality/value: This study contributes to the literature by discussing how innovativeness influences SMEs’ performance through subsequent stages of the marketing strategy process. This is one of the first studies to consider activities in the marketing strategy process as a mediator in the innovativeness-performance relationship and explore its sequence.

KEYWORDS: Entrepreneurial orientation; Proactive market orientation capability; Marketing capability; Service innovation; Micro and small business

Cooperatives are an important organizational form that operate under seven principles (Voluntary and Open Membership; Democratic Member Control; Member Economic Participation; Autonomy and Independence; Education, Training, and Information; Cooperation among Cooperatives; Concern for Community). Concern for Community was the last formally stated cooperative principle in 1995, after decades of discussion within the International Cooperative Alliance (ICA). The statement of this “new” principle has provoked questions for cooperatives and the cooperative movement more generally, regarding their definition, scope, and implementation. This article employs a systematic literature review to examine the academic understanding of Concern for Community that has emerged over the past 30 years. The review analyzes 32 academic journal articles from an initial dataset of 438 articles generated by a two-string search (“concern for community” and “cooperative principles”). Five themes are identified: cooperative principles, defining Concern for Community, adoption of Concern for Community, antecedents of Concern for Community, and outcomes. Comparing these themes with the normative instructions proposed by the ICA, the article develops a framework for future research. The review also finds that there is not an established clear difference between Concern for Community and corporate social responsibility in the extant literature, which carries the implication that constructs from the latter can be integrated into the analysis and development of the 7th principle.

Purpose: This article aims to explain the relationships between sales capabilities, which are split into personal selling and sales force management, both from the manager’s point of view, and financial/customer performance in market-oriented firms. Originality/value: This research is the first that explores in-depth sales capabilities and demonstrated that these capabilities need a previous strategic orientation. It checks different types of performance that can be the result of these two capabilities. We applied the research in to two types of companies, providing a number of contributions to the theory and practice of marketing. Design/methodology/approach: We conducted a survey with 223 companies that were divided according to their activities: software/service developers and companies that only offer services in information technology and communication sector. Findings: First, the two sales capabilities (personal and managerial) induce different performance, even when they are influenced by the same strategic orientation. Second, the mediation effect reinforces that sales force management capability is stronger than personal selling capability. Third, in service companies, it is important to develop personal selling capabilities. Lastly, they show that software/service companies present a differentiated behavior of service companies.

Muitos pesquisadores da área de estratégia, recentemente, têm se dedicado ao estudo das capacidades dinâmicas, porém a proliferação de estudos sobre este tema ocorre de maneira não homogênea e concensual, tanto que ainda há uma quantidade significativa de artigos que discute a natureza e o conceito de capacidades dinâmicas. Desta forma, a proposta deste artigo foi mapear a evolução temática da área por meio de um estudo biblométrico de cocitação. Foram identificados 467 artigos, com mais de 20 citações, no ISI Web of Knowledge, entre os anos de 1992 e 2012 e agrupados em três períodos de sete anos. As matrizes de cocitação dos três períodos foram a base para análise fatorial, que possibilitou a extração de temas-chave conceituais, como especialidades, correntes teóricas ou subcampos. A análise fatorial possibilitou identificar 9 fatores, que representam nove subcampos do tema capacidades dinâmicas: 1) estudos sobre a natureza das capacidades dinâmicas; 2) RBV como base para as capacidades dinâmicas; 3) Capacidades dinâmicas como elementos de construção de redes organizacionais; 4) Capacidades dinâmicas e visão baseada em conhecimento (KBV); 5) Capacidades dinâmicas e aprendizagem intraorganizacional; 6) Modelos estatísticos para capacidades dinâmicas; 7) Inovação, desenvolvimento de competências e capacidades dinâmicas; 8) Capacidades dinâmicas e aprendizagem organizacional; 9) Capacidades dinâmicas e competências essenciais. Diante dos subcampos identificados e sua decorrente evolução no tempo, as duas principais contribuições do presente artigo foram mapear conceitualmente a área e identificar as mudanças que ocorreram em sua estrutura intelectual, assim possibilitando que estudos posteriores possam ser desenvolvidos com base neste framework.