Purpose: Strategic flexibility is largely considered a source of competitive advantage, yet strategic flexibility in relation to organizational resources and knowledge management (KM) process capability is not well studied. To address this gap, this study aims to assesses the relationship of organizational resources (technical and social resources) and strategic flexibility through KM process capability.Design/methodology/approach: This paper is built on the assumptions of the resource-based view and the dynamic capability perspective of firm. Two types of organizational resources – technical and social – were identified from relevant literature. Data were collected from 23 small- and medium-sized firms (family owned firms) using a 37-item questionnaire. In addition to descriptive statistics, multiple hierarchical regressions and bootstrapping were used to test the study hypotheses.Findings: Findings suggest that organizational resources are positively and significantly related with strategic flexibility, and KM process capability partially mediates these relationships.Research limitations/implications: The paper adds to strategic flexibility literature by exploring and assessing the linkage of organizational resources with strategic flexibility through KM process capability.Originality/value: Findings of this research may help organizations and practitioners in enhancing strategic flexibility of firm.

Balanced scorecard (BSC) is widely studied and practiced. As research on the BSC has matured since its introduction in 1992, it is timely to assess its progress and outline future directions. This study synthesizes extant research and presents avenues to advance the BSC. To accomplish these objectives, we undertake a review employing a bibliometric and systematic methodology on a corpus of 1294 BSC-related studies. The review reveals that the more than 30-year history of BSC research has followed a bell-curve trajectory, with publications appearing in high-quality, multidisciplinary journals and contributions from numerous author groups worldwide. Moreover, the review highlights the evolution of major themes and topics on the BSC, encompassing customer orientation, financial management, integrated reporting, strategic performance management, sustainable development, and systems thinking. Sustainability BSC has also gained prominence due to sustainability firmly establishing itself as a global agenda and grand challenge. Taken collectively, this review serves as a one-stop resource for gaining a state-of-the-art understanding of the trends, developments, and future directions of the BSC.

Purpose: Innovation goes beyond creation, concentrating on enhancement, which is essential for advancement. Since 1998, the European Journal of Innovation Management (EJIM) has been a leading forum dedicated to thought leadership and research on the advances in innovation management. Given that EJIM has run over two decades, the time is now opportune to reflect on the journal's contributions to innovation management. Thus, this paper aims to retrospectively review the productivity, impact and knowledge of innovation management research in EJIM.Design/methodology/approach: This paper adopts a bibliometric methodology to engage in a retrospective review of EJIM. The bibliographic data of 757 papers published in EJIM from 1998 to 2021 were retrieved from Scopus and analyzed using performance analysis and science mapping techniques.Findings: The productivity (publication) and impact (citation) of innovation management research curated by EJIM have grown prolifically over time. Though EJIM operates with a European title, the journal receives and publishes contributions worldwide (e.g. Asia, Europe, North America, South America and Oceania). Noteworthily, the knowledge of innovation management research in EJIM can be divided into four categories: basic themes (general), which comprise innovation, open innovation, new product development and product and process innovation; motor themes (well-developed), which consist of organizational culture and innovation and leadership and creativity; niche themes (very specialized), which include dynamic capabilities and business model innovation; and emerging or declining themes (weakly developed or marginalized), which is made up of research and development (R&D) and green innovation.Originality/value: This paper offers a seminal retrospection of EJIM and the journal's productivity, impact and contribution to innovation management.