Purpose: The aim of this current study is to investigate the effects of knowledge management capabilities – knowledge infrastructure capability and knowledge processing capability – on organizational agility and business performance. This study also examines organizational agility as an underlying mechanism between knowledge management capabilities and business performance relationship.Design/methodology/approach: The data were collected from one hundred and sixty-nine organizations. Partial least squared (PLS)–based structural equation modeling (SEM) technique was employed to test the study hypotheses. The analysis was performed in WarpPLS 6.0 software.Findings: Results revealed that both dimensions of knowledge management capabilities positively influence organizational agility and business performance. In addition to the direct effect, knowledge management capabilities also have an indirect effect on business performance mediated through organizational agility.Research limitations/implications: This study attempts to develop an integrated framework to conceptualize a capability–capacity–performance relationship, where it suggests that knowledge management capabilities are important organization-level capabilities which facilitate organizations to develop necessary capacities i.e. organizational agility to successfully perform business activities.Practical implications: The findings help the managers to understand the contribution of knowledge management capabilities towards business performance. The findings imply that business performance can be enhanced by development of a culture - enabled by a knowledge-oriented structure and technology – that encourages knowledge sharing among employees because when employees are not sharing information, they are prone to repeating the same mistakes which they and other people have already committed. Likewise, strategies such as mentoring cross training, business process empowerment and technical training programs allow employees to gain business knowledge and foster organizational agility.Originality/value: Novelty of this study is to develop and empirically test an integrated framework of a capability–capacity–performance relationship. It suggests that knowledge management capabilities (firm capability) enable organizations to develop organizational agility (firm capacity) which in turn enhances performance.

The present study focuses on the relationship between organizational learning culture (OLC) and firm's innovativeness. The area of innovation as well as organizational culture is crucial for organizations and for entrepreneurs because both provide the basis for sustainable competitive advantage and improved firm performance. The notion of OLC offers a set of customs and principles that enhances imperativeness of an organization. Information acquisition, information interpretation, and behavioral and cognitive changes (BCC) were used as elements of the organizational learning process. Constructs comprising innovativeness are innovative culture, and technical and administrative innovation (innovations). Data were collected from 50 randomly selected Pakistani organizations. The results show significant and positive relationships among all hypothesized variables except for between BCC and innovations.

Linking green intellectual capital with green innovation: Examining the roles of green dynamic capabilities and 'motivation to achieve legitimacy' | Denisa Bogdana Abrudan, Nosheen Rafi, Dana Codruta Daianu, Masood Nawaz Kalyar | Agricultural Journals

Strategic leadership, environmental uncertainty, and supply chain risk: An empirical investigation of the agribusiness industry | Denisa Bogdana Abrudan, Dana Codruta Daianu, Mădălina Dumitrița Maticiuc, Nosheen Rafi, Masood Nawaz Kalyar | Agricultural Journals

Agro-based small and medium enterprises (SMEs) are currently receiving top priority among policymakers of?the South Asian Association for Regional Cooperation (SAARC) nations? due to their great contribution to employment and GDP growth. This ...