International Journal of Technology Management & Sustainable Development - Current Issue

The study explores the impact of the platform business model (PBM) on organizational performance, focusing on Industry 5.0 (I5.0). It introduces a conceptual model to assess how PBMs shape organizational outcomes. PBMs are recognized for their role in managing multi-sided markets and leveraging forces such as strategic agility (SA), business model innovation (BMI), strategic operations practice (SOP) and I5.0 technologies to create value. Despite their significance, the systematic integration of PBMs in the organizational value-creation process remains underexplored. To address this, the authors propose a pragmatic conceptual model, which is then converted into a structural equation model to evaluate the effects of PBMs on performance. Structural Equation Model (SEM), combined with confirmatory factor analysis, highlights PBMs’ intangible influence, driven by digital resources and evolving customer value propositions. PBMs face rapid changes influenced by SA, BMI, SOP and I5.0, leading to short-term competitive advantages. The study underscores the importance of SA, BMI and SOP in organizational strategy but notes their limited long-term benefits. It also presents research propositions with implications for leaders and policy-makers, enhancing the understanding of PBMs in the I5.0 context.

This study aims to explore the influence of non-government organizations (NGOs) on innovation and value creation at the bottom of the pyramid (BoP). We thoroughly examined numerous case studies. We chose six NGOs in India and collected data through interviews and secondary sources. The research findings indicate that NGOs operating in developing countries have a higher tendency to create sustainable business models that effectively empower communities at the BoP. In addition, these NGOs have the potential to enhance traditional rural clusters in order to promote inclusive growth, generate value at the BoP through innovation and develop the capacity of communities at the BoP. This study adds to the existing body of literature by examining the quadruple helix model in the context of BoP communities, specifically looking at the involvement of NGOs. In addition, we present a conceptual framework for examining the impact of NGOs on innovation and value creation at the BoP within the quadruple helix ecosystem.

Technological alliances have become a popular strategy to cope with competitive pressures, short product life cycles, high research and development (R&D) costs and entry barriers. Firms gain access to complementary technologies, insulate from environmental uncertainty, increase knowledge base, access new markets and preserve leadership by using strategic alliances. In this regard, this study aims to establish a framework for R&D strategic alliance partner selection by utilizing a hybrid multi-criteria decision-making (MCDM) approach. In this way, at first, related R&D strategic alliance partner selection criteria are collected from existing literature, and then by using the best-worst method (BWM), which is a novel MCDM method, the weights of these criteria are calculated. After that by using the COPRAS method, available partners for R&D strategic alliance, ranked, and the best ones introduced. The calculation procedure for the weighting and evaluation processes are proposed and validated by using an illustrative example of Iran’s aviation industry. The proposed approach also provides a relatively simple and well-suited decision-making tool for this type of strategic decision-making problem.

This study examines strategies to transform Al-Kharj region in Saudi Arabia into a smart city, specifically in the healthcare, education and employment (HEE) sectors. Employing a dynamic panel model from 2010 to 2023, encompassing 121 organizations and firms, we examine the influence of investments in infrastructure, technology adoption, sustainability initiatives and citizen engagement on implementing innovative practices in HEE. Our findings underscore the significant impact of these four factors. Additionally, we conducted surveys among policy-makers and residents to pinpoint the challenges hindering the adoption of these strategies. Based on the surveys’ outcomes, we formulate policy implications and recommendations to assist the Al-Kharj region in transitioning to an intelligent city status.