This article intended to emphasize and explicate the conceptual framework of organizational agility that discusses organizational spirit, capability, flexibility, nimbleness, and speediness. Whereas, the key activities of HR specialists involved in operational matters are progressively observed as a source of competitive advantage in today’s severely competitive and fast changing markets. Similarly, it has been a competitive marketplace expansion; thus, nowadays, the situation is really difficult to enhance sustainable growth for the firms’ side. Hence, the purpose of this article is to reveal that HR strategy enables organizations or firms to understand the value of internal and external customers, knowledge of competitors, products, technology, and sources of competitive advantage. It is all important to ascertain that the success of a business is founded along the belief that an organization achieve competitive advantage by making use of its people adequately and efficiently. Therefore, this article exemplifies some research propositions that how firms can respond rapidly and flexibly to the changing environment without facing market turbulence. Following this, the research aims to understand whether organizational agility and value of HR can really create a difference and influence on business performance. Finally, the result of this study highlights the importance of organizational agility and human resource’s effectiveness which have an influence on enhancing organizational performance and competitive abilities.

This article deliberates about the importance of polymer-based bioadhesive biomaterials’ medical application in healthcare and in redefining healthcare management. Nowadays, the application of bioadhesion in the health sector is one of the great interests for various researchers, due to recent advances in their formulation development. Actually, this area of study is considered as an active multidisciplinary research approach, where engineers, scientists (including chemists, physicists, biologists, and medical experts), material producers and manufacturers combine their knowledge in order to provide better healthcare. Moreover, while discussing the implications of value-based healthcare, it is necessary to mention that health comprises three main domains, namely, physical, mental, and social health, which not only prioritize the quality healthcare, but also enable us to measure the outcomes of medical interventions. In addition, this conceptual article provides an understanding of the consequences of the natural or synthetic polymer-based bioadhesion of biomaterials, and its significance for redefining healthcare management as a novel approach. Furthermore, the research assumptions highlight that the quality healthcare concept has recently become a burning topic, wherein healthcare service providers, private research institutes, government authorities, public service boards, associations and academics have taken the initiative to restructure the healthcare system to create value for patients and increase their satisfaction, and lead ultimately to a healthier society.

The aim of this paper is to explore and investigate the notion of cluster strategies and smart specialisation strategy as a twin perspective: knowledge & innovation-driven regional growth and regional economic development theoretical approach along with the policy perspective. The application of the cluster concept in smart specialisation strategy is the cornerstone of creating unique entrepreneurship and knowledge-driven innovation centre in the region connected to the provincial growth scheme. Both clusters and smart specialisation are gaining its fame in the EU's regional policy discourse, due to its role in the upcoming new Horizon 2020 programme, where, they have been applied by policy makers worldwide as building blocks for implementing different policies such as research & innovation, industrial and regional policies. This paper deliberates about the responsiveness and initiatives of the cluster concept and smart specialisation as an effective strategy that leverage on developing entrepreneurship and create knowledge and innovation-driven regional value.

This article aimed at developing a conceptual framework about the role of Strategic Human Resource Management (SHRM) and its impact on managerial skills and organizational performance which offered some insights into how learning might occur at the organizational level in order to improve organizational capability as well as individual capability. It also indicated that there were plenty of research studies to advocate the influence of SHRM. Nevertheless, there were some rare examples of linkages between SHRM and sustainable organizational learning practices that can improve organizations effectiveness and develop its performance through ample qualification, suitable working condition, and potential motivation. Thus, this article aims to emphasize on several approaches of organizational learning as facilitating variables. Today, the strategic part of HRM practices which was integrated within the organization stated that the success of the organizational performance lied in developing positive attitudes of individuals, groups, and organizations that mainly enhanced individual competence as well organizational competence through organizational learning. Therefore, the context of this study identified the key concept of SHRM that influenced and boosted knowledge, skills, and abilities (KSA’s) of employees in an organization. Finally, this article recommended some research suggestions based on the highlighted propositions that accelerated organizational performance and improved competitive abilities.

This chapter intends to analyze and develop the concept of the entrepreneurial university and social innovation ecosystem from multiple viewpoints, including HEI regional knowledge spillover and social innovation ecosystem theoretical approaches, as well as policy and research views. The emerging perspectives of the entrepreneurial universities in the knowledge economy are considered as an instrument for “innovation and development” that acts as an elixir for the social innovation paradigm. Due to its vital position in the horizon EU strategy, respectively entrepreneurial universities and the social innovation ecosystem are gaining increasing importance in the EU’s regional knowledge-based economic growth policy discourse. Since then, they’ve been used by policymakers around the world as building blocks for executing various innovation policies, including research and innovation, smart inclusive regional knowledge growth, social innovation, industrial development, and regional development policies. The responsiveness of entrepreneurial universities and the social innovation ecosystem is envisioned in this chapter as a “facilitator” for increasing knowledge-based economic development and innovation-driven regional growth.

This chapter reveals the significance of strategic human resource management (SHRM) as well as organizational agility (OA)and their impact on organizational performance that empowers organizations to achieve innovative excellence. As, nowadays organizational effectiveness is viewed as a prerequisite condition for upholding organizational performance, income and employment. Consistently, the essence of OA and importance of SHRM is considered as an eminent approach to meet the global challenges that enabling the effect of change in organizations and shielding employees against the unwanted effects. Thus, authors intention to investigate what makes an organization to be competitive? How the influence of SHRM and OA can really boost the organizational performance? To retort these queries, this chapter represents a conceptual perception of SHRM and OA that discuss the HRM strategies relation to OA. It also highlights the way organizations can respond rapidly and flexibly to cope up with the changing environment without facing business turmoil.