Purpose: Scholarly interest in interorganizational learning (IOL) has spiked in the past decade because of its potential to absorb, transfer and create valuable knowledge for enhanced innovative performance and sustained competitive advantage. However, only a handful of review studies exists on the topic. The evolution of IOL has not been studied explicitly and there is a lack of understanding of the field trends. To fill this gap, this paper aims to comprehensively review the literature on IOL and map its evolution and trends using bibliometric techniques. In particular, the authors use visualization of science mapping freeware to systematize the findings and interpret the results.Design/methodology/approach: The authors synthesize the findings using “evaluative bibliometric techniques” to identify the quality and quantity indicators of the IOL research and use “relational bibliometric techniques” to determine the structural indicators of the IOL field such as the intellectual foundations and emerging research themes of IOL research.Findings: Through an analysis of 208 journal publications obtained from the Scopus database, the authors determine the leading authors, countries, highly cited papers and their contributions to the IOL literature. By identifying the key hotspots, intellectual foundations and emerging trends of IOL, the authors provide promising avenues in IOL research.Originality/value: To the best of the knowledge, this study is the first to systematically review the IOL literature and provide future research directions.

There is a lack of research explicitly demonstrating the potential of applying critical realism in qualitative empirical Management and Organization Studies (MOS). If scholars are to obtain the explanatory value that can be developed through detailed applications of critical realism, the existing gap between the philosophical foundation, methodological recipes and hands-on practices of applied critical realism must be bridged. Through a literature review and analysis of existing applications of critical realism in MOS studies, this paper presents five particular potentials of applying critical realism. The five potentials each address significant aspects of critical realism that, when explicitly applied in a research process, can contribute to the understanding of management and organizations. Following the analysis, we discuss what characterizes a detailed application and how this can add to the future of critical realism in MOS studies.

Strategy implementation is a complex process with many strategies failing during the implementation process, posing challenges for both private and public organizations worldwide. This paper assesses the existing research on strategy implementation through a systematic literature review of 160 papers. Based on the review, a conceptual framework for effective strategy implementation has been developed. This framework encompasses the managerial and organizational levers that influence the strategy implementation processes, demonstrating that a well-structured and competent management team skilled at utilizing the appropriate organizational levers, can drive successful strategy implementation. Contextual factors that may influence strategy implementation are discussed, including new ways of working, increased workforce diversity, openness of strategy, and technological changes. Furthermore, current methodological gaps are identified and significant managerial implications for strategy implementation are outlined.

Purpose: The purpose of this paper is to contribute to the successful implementation of digitalization by exploring what characterizes strategy work undertaken by companies that have achieved digital transformation. Based on empirical data, the authors delineate five essential strategic actions that are prerequisites for digital transformation: discuss and communicate the vision and strategy; align resources and activities with the strategy; ensure a continuous focus on operational improvements and efficiency; create an orientation toward customer or user needs and expectations; and develop the competencies of top managers, middle managers and employees. Design/methodology/approach: Between January 2021 and February 2022, the authors conducted a survey on strategy work in Danish organizations with 2,251 respondents. The respondents encompass top managers, middle managers and employees representing 1,164 organizations. Findings: The authors identify five strategic actions that positively influence whether organizations incorporate digitalization into their strategy work. These strategic actions can support organizations in their strategy work regarding digital transformation and offer valuable insights and inspiration for leaders currently undertaking the journey of digital transformation. Research limitations/implications: Based on the empirical data, it is not possible to deem one action as more important than another in the context of digital transformation, as each action contributes significantly to facilitating the process. Given the nature of empirical data, the strategic actions reflect correlation rather than causation. Originality/value: The empirical insights provide valuable practical guidance for leaders in managing digital transformation as a part of strategy work, which is typically discussed in a more conceptual manner. In addition, the authors identify new areas for further in-depth exploration in practice.

This short paper explores the intra-organizational business model implications of organizations as they enter different inter-organizational collaborations, as exemplified by clusters, networks, and ecosystems. The aim is to show, conceptually, how organizations must consider the degree of interconnection and the value co-created with other actors through inter-organizational collaboration, as these affect the value creation, value configuration and value capture of their existing business model(s).

The port industry is in a state of flux which is affecting the roles of port authorities. Applying a business model perspective to explore this qualitative shift in competition, this paper argues that port authorities are increasingly managing multiple multisided business models. This is analysed through an integrative review of port research which identifies four challenges for port authorities: 1) diversification of port customers; 2) requirements for new value creation; 3) changing possibilities and constraints of value capture; and 4) network effects, clusters and strategic partnerships. The review contributes to literature by exploring how managing port authority business model innovation requires changing the underlying business logic, the activities and resources and the configurational fit with other port actors' business models. This proposition is based on the interplay between the macro level port industry, the meso level rule structures within port systems and the micro level of port authority organisations.