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Entrepreneurial identity involves identifying and exploiting opportunities to create value and wealth. Entrepreneurship contributes mainly to a firm’s efforts be exploited in a marketplace. The purpose of this paper is to analyse the relationship between the entrepreneurial social identities identified by Fauchart and Gruber (2011) and three primary stakeholders: investors, customers and employees.

Data were collected through online questionnaires from entrepreneurs who had created their own new venture in Spain. The results were analysed using partial least squares technique (PLS-SEM) (Fornell and Cha, 1994) with Smart PLS 3.0 (Ringle et al., 2015).

The results show that the identities defined as Darwinian and Communitarian have a positive effect on profits and growth in sales, which serve to create value for investors and customers. The effect is not significant, however, when these identities are connected to job creation to create value for employees. Further, the multi-group analysis performed shows that this relationship differs significantly based on gender.

The main limitation is that this research does not include relevant stakeholders like sponsors or project managers. The next step is to expand this research to this kind of stakeholders.

The research assists gender entrepreneurial social identity and business performance under the impact on primary stakeholders.

This research has the potential to analyse the entrepreneurial social identities for their contribution to create value and wealth.

The authors’ main contributions are to have based the study on the relationship between entrepreneurial social identity and business performance and their impact on primary stakeholders and to have analysed the differences on gender entrepreneurial social identity and business performance and their impact on primary stakeholders.

To understand how organizations, public or private, must increase their productivity perception (PP), independently of the sector. This article aims to analyze PP in the digital transformation (DT) process to determine how it is affected by technostress (TS) and work engagement (WE), two concepts that seem to be forces opposing PP.

The authors use data from a questionnaire addressed to personnel in two organizations (public and private). The analysis applies partial least squares technique to the 505 valid responses obtained from these organizations. This analysis is based not on representativeness but on uniqueness.

The results suggest a positive, significant relationship between DT and PP. This article integrates DT and its effects on aspects of people's health, PP and WE. The model thus includes interactions of technology with human elements. In both business and administrative environments, PP is key to optimizing resources and survival of organizations.

DT processes are different and complex because every organization is different. The authors recommend expanding this study to other sectors in both spheres, public and private. Aligning the objectives of the institutions for aid with DT is also quite complicated.

This study contributes to improving participating organizations. It also provides government institutions with a clear foundation from which to encourage actions that promote the health and WE of their workforce without reducing productivity. In addition, this study adds novelty to the research line.

The authors have deepened this line of research by developing fuller knowledge of the relationships among novel and necessary variables in organizations. The authors provide complementary, different and inspiring value in addressing this line of research.

The purpose of this paper is to examine theoretically and empirically what type of leadership facilitates e-business adoption in large manufacturing firms. The digital transformation of firms requires leadership that can promote the adaptive quality of organizational culture.

The authors conducted an empirical study using two key informants from a sample of 181 incumbent firms.

The authors find significant evidence that adaptive culture is the vehicle by which transformational leaders positively influence e-business adoption.

Given the digital economy’s external pressures, many e-business adoption processes fail due to organizational factors originating in leadership and its capability to change followers’ values, norms, and motivations. To solve this problem, the authors propose a model that explains how transformational leadership first plays a key role in changing characteristics of culture and then facilitates e-business adoption.

This paper aims to propose a model to assess managerial flexibility and its determinants.

The authors perform a literature review to identify the main dimensions of managerial flexibility. Flexibility as a firm capability to co‐align the firm and the business environment permanently is deeply related to the notion of fit. The proposed model integrates different approaches to fit. Based on an empirical, transnational study, the research proposes a model for managerial flexibility.

Three types of flexibility are measured: managerial flexibility, financial flexibility and metaflexibility. Financial flexibility and metaflexibility determine the degree of managerial flexibility, which in turn has positive implications for performance.

The variables included in the model are not exhaustive. The concept of fit implies a static perspective of flexibility.

The results are useful both for researchers and for practitioners. Researchers can benefit from a review of managerial flexibility and a methodology that combines different approaches to fit: matching, covariation and profile deviation. Practitioners can learn that managerial flexibility, articulated in some managerial practices, has positive effects on performance when they are in line with the requirements of the environment. In order to activate these practices, firms should maintain a commitment to learning capabilities and financial resources.

Three contributions are important for research. First, the paper proposes a model for explaining the nature of managerial flexibility. Second, it shows that flexibility and fit are interrelated concepts and that fit improves the measurability of flexibility. Third, managerial flexibility has positive implications for firm performance.

The purpose of this paper is to explore the nature of managerial flexibility and analyse its relationship to the organizational responsiveness of firms. This paper seeks to measure responsiveness by determining the fit between contextual and organizational variables.

Using an empirical approach and data drawn from a wide range of countries and different industries this paper obtains a sufficiently validated multidimensional scale.

The research proposes a measurement scale of organizational responsiveness through four types of managerial flexibility: internal and external, structural and strategic.

Whereas researchers can benefit from the development of a methodology that integrates different perspectives on fit, practitioners can identify the organizational responsiveness in their organizations.

This paper contributes to the literature by proposing a method to identify the organizational responsiveness of firms and developing a measurement scale.

This paper explores whether, in the context of university–industry (U–I) collaboration, new innovation strategies can be developed through actors' interactions, the exchange of resources and the co-creation of value for and within the system. In the context of the U–I relationship, the innovation perspective can highlight the need to develop strategies that elicit new formulas of value co-creation, which then facilitate innovation as a result of actor collaboration.

A total of 45 public universities in Spain, representing 95% of the total, participated in qualitative research. Personal in-depth interviews with technology transfer officers (TTOs) were conducted by an external firm; in a second phase, two of the researchers conducted eight interviews with the directors of TTOs in those universities with higher rates of transfer.

Findings reveal that enterprises with a technological focus are strengthening their relationships with universities and attempting to build a university business ecosystem by designing strategies for value co-creation such as co-ownership, co-patenting, and co-invention.

The empirical research is conducted in Spain, and results should be interpreted according to this context. Future research should examine new contexts (other countries) to improve the robustness of the data and enrich the results, thus enabling generalization of the management consequences.

The results provide a means to design strategies under a new collaborative and innovating logic. The theoretical framework contributes to theory, with implications for management.

The purpose of this paper is to analyze how institutions can facilitate or inhibit radical innovation. The authors argue that organizational radical innovation is necessary to maintain a competitive advantage and to evolve in the market place, and institutions are the basis of this innovation. From an innovation and service dominant (SD) logic perspective, network ties are proposed to be a determining factor for the achievement of innovation through institutionalization in the university knowledge management context.

A conceptual approach is applied to develop and propose a framework for deepening understanding of radical organizational innovation, institutions and network ties. Data were gathered from Link by UMA-ATech, which in the context of the University of Málaga (Spain) is with great success developing a strategy based on fostering innovation. In all, 22 in-depth interviews were conducted with actors in the Link context, together with additional important second-order data analyses (sector analyses, statistics and company websites). Because of the perceived desirability of innovation, public universities have established a model as a part of this strategy in order to foster and develop new businesses through technology transfer.

Changing institutional arrangements are the basis of innovation. Opening universities to the actors around them, with an interest in exchanging resources through the evolution of network ties toward a less bureaucratic and more collaborative and open university (tertius iungens) is the basis for reaching organizational radical innovation in the university context to develop the provider-driven radical innovation network structure via the “University Living Lab” theoretical model.

A conceptual understanding is used in combination with an empirical approach, in which one case study and 22 organizations are considered in the context of Link-by-UMA ATech, at the University of Málaga. A range of different contexts from other universities would also be useful to add new perspectives to the development of the theory.

Although radical innovation is occasionally seen in systems and arises naturally in markets, it is interesting to consider the possibility of designing strategies that facilitate the process from the beginning of the design of the business model. In this sense, the present findings could help organizations in general and universities in particular, to devise strategies resulting in positive relationships that could facilitate the design of business model structures. These could in turn foster the development of new institutions resulting in new network ties, which could give rise to radical innovation through the attraction of new actors interested in exchanging service-for-service resources.

The present paper develops the provider-driven radical innovation network structure of the “University Living Lab” theoretical model, which encourages the university to make decisions to devise more open models based on a change of network ties, in turn based on the design of new institutional arrangements. These concepts have not previously been put together, and build on the theories of institutions and organizational radical innovation. This theoretical contribution is framed within the SD logic perspective and specifically in the 11th fundamental premise (FP 11/5th axiom) to better understand how innovation occurs in service ecosystems, allowing the provider the possibility of developing such processes through the design of institutional arrangements.