This study, drawing on the Knowledge-Based View (KBV) and Contingency Theory, explores how analyzer strategic orientation, learning capability, technical innovation, administrative innovation, and SME growth and learning effectiveness are interrelated. Analyzing cross-sectional data from 407 founders, cofounders, and managers of trade and service SMEs in Vietnam’s Southeast Key Economic Region through PLS-SEM, the research demonstrates that analyzer orientation positively impacts both technical and administrative innovation, thereby bolstering SME growth and learning effectiveness. However, learning capability does not significantly impact technical innovation or growth and learning effectiveness. Instead, learning capability negatively affects administrative innovation. Notably, technical and administrative innovations act as mediators between analyzer orientation and SME growth and learning effectiveness. The study provides practical insights tailored for SMEs navigating dynamic market environments like Vietnam, enriching theoretical understanding of SME strategic management within the trade and service sector.

This study simultaneously examined the linkages among environmental dynamism, three dynamic capabilities, and the competitive advantages of retail businesses, which have not been identified before. Furthermore, this study fills the significant gaps in the literature and practical guidelines for retail development through improving retailer’s dynamic capabilities in response to environmental dynamism. The study used a quantitative approach by partial least squares SEM (PLS-SEM) to examine the hypotheses. Data were collected from 304 Vietnamese retail business managers. The results show that environmental dynamism plays a significant role in fostering the improvement of retailers’ dynamic capabilities. The findings also reveal positive linkages among the three dynamic capabilities before they significantly improve retailers’ competitive advantage. These are the valuable guidelines for retailers to nurture their dynamic capabilities, including service innovation capabilities, multi-channel integration, and brand orientation for sustaining their competitive advantages.

In the current competitive global marketplace, innovation is key for high-tech firms to thrive. Open innovation offers a promising approach, but its effectiveness remains unclear. Therefore, this research explored the connection between open innovation, knowledge management capability, and innovation performance within high-tech firms. We used a mediation approach to highlight the central role of knowledge management capability in the relationship between open innovation and innovation performance. We used a survey questionnaire approach to collect data from the 462 employees of high-tech firms on open innovation, knowledge management capability, and innovation performance using a convenient sampling technique. We used partial least square structural equations modeling through PLS-SEM statistics. Results indicated that open innovation has a direct, positive and significant connection with innovation performance. Similarly, the current research serves as a pioneering exploration into mediation analysis, highlighting the mediating role of knowledge management capability that influences the relationship between open innovation and innovation performance. Empirical studies offer valuable insights for leaders of high-tech firms, guiding them to identify effective knowledge management practices and determine the ideal extent of open innovation to boost innovation performance. The current study reveals novel insights into the benefits of knowledge management capability in enhancing open innovation efforts within firms. This research provides valuable implications and future research directions.

The mining sector faces a complex dilemma as an economic development agent through social upliftment in places where mining corporations operate. Resource extraction is destructive and non-renewable, making it dirty and unsustainable. To ensure corporate sustainability, this paper examines the effects of knowledge management (KM), organizational learning (OL), and innovation capability (IC) on Indonesian coal mining’s organizational performance (OP). We used factor and path analysis to examine the relationships between the above constructs. After forming a conceptual model, principal component analysis validated the factor structure of a collection of observed variables. Path analysis examined the theories. The hypothesized framework was confirmed, indicating a positive association between constructs. However, due to mining industry peculiarities, IC does not affect organizational performance (OP). This study supports the importance of utilizing people and their relevant skills to improve operational performance. The findings have implications for managers of coal mining enterprises, as they suggest that KM and OL are critical drivers of OP. Managers should focus on creating an environment that facilitates knowledge sharing and learning, as this will help improve their organizations’ performance.