Rajeev Dwivedi

Purpose: Organizations often fail to implement strategies internally when they do not effectively orchestrate their resources and capability. Therefore, this study develops a scale for measuring enterprise architecture (EA) capability and establishes a framework for evaluating its components. Properly assessing EA capability enables alignment between business and information technology (IT). Design/methodology/approach: A comprehensive literature review was conducted along with expert interviews to determine which systems comprise EA capability. A questionnaire was developed and distributed to 131 firms and convergent and discriminant validity analyses based on partial least squares structural equation modeling were conducted. The proposed model includes 17 characteristics associated with the strategic attributes, the business model that forms the business construct, and the system and technology models that inform the IT construct. Findings: The results demonstrate that EA capability can orchestrate business and IT, and that IT resources are crucial to building EA capability. Additionally, it was revealed that when aligned with the firm's objectives and business model EA capability can leverage organizational agility, enabling changes through innovation or operational adjustments. Originality/value: This study addresses the lack of methods for evaluating EA capability within organizations by providing empirical evidence to assess their effectiveness in orchestrating business and IT resources. This study complements the results of previous research by considering IT's influence on resource orchestration theory to enable business.

Academics and practitioners are becoming more interested in investigating emerging technology capabilities (ETC) to create economic value. This empirical study, based on resource-based enterprise theory, investigates the relationship between ETC, digital strategy (DS), and business model innovation (BMI) in order to improve organizational agility (OA). The study creates an instrument to quantify enterprises' ETC and discovers that a greater ETC is connected with increased DS and BMI, resulting in more substantial OA in both emerging and developed economies. Furthermore, post-hoc analysis reveals that Spanish enterprises with competitive strategies emphasizing differentiation, financial, services, and government sectors, as well as medium to high maturity age and large size, have more significant ETC effects on DS and BMI for enhancing OA than Brazilian enterprises with low-cost strategies, agribusiness, manufacturing, and commerce focus, as well as younger age and smaller size.

Background: Asset management organizations have integrated new technologies before, but this trend is expected to reach its peak in the coming years. Investors using technical instruments buy financial products from asset management companies (AMCs). Thus, AMC is working diligently to enhance its operations and processes, enabling investors to have seamless transaction experiences across its various platforms through simplified procedures and efficient management. Objectives: This study examines the performance drivers of AMCs, more specifically, how fundamental components contribute to business excellence by improving firm procedures and operations and creating new investor experiences. Methods/Approach: The report uses data from 387 asset management professionals from 10 businesses. In India, 10 prominent AMCs provided 387 valid replies to a work survey. The analysis was conducted using PLS-SEM. Results: The findings indicate that Industry 4.0, business process management, and Lean Six Sigma facilitate operational excellence and are key drivers of achieving business excellence in asset management firms in India. Conclusions: Organizations can achieve business excellence by applying concepts from Industry 4.0, business process management, Lean Six Sigma, and operational excellence. This is among the few empirical studies examining the enablers of business excellence in Indian AMCs.

Purpose: The role of information technology governance (ITG) is crucial to enable organizational agility (OA) to leverage firm performance (FP). ITG capability helps firms optimize market and operational activities and improves corporate performance. Therefore, the paper aims to examine the relationship between ITG’s capability to emerge AO and leverage FP in developing economies.Design/methodology/approach: This research is conducted in an empirical setting comprising a quantitative cross-country survey based on a sample of 433 enterprises from Asia (AS) and Latin America (LA) regions.Findings: The outcome of the research demonstrates the significant impact of ITG capability on OA to achieve FP. The results further indicate that ITG capability plays a vital role in the FP through operational adjustment agility than market capitalizing agility in AS than LA organizations.Practical implications: The empirical study demonstrates that managers must better understand how ITG capability was composed through IT strategy, IT architecture, IT infrastructure, IT business knowledge and IT management to influence OA to gain FP independently of the region.Originality/value: The findings offer valuable insights for academics and practitioners into ITG capability, appropriate IT architecture, IT infrastructure, IT business knowledge, IT management and IT strategy to reach dynamic capability in organizational agility to enhance FP in developing economies.

The current system in e-commerce platforms accepts product feedback in the form of star ratings and textual reviews. However, due to the short length of these textual reviews, the detailed aspects of products are missed most of the time. To overcome these limitations, the current research proposes a framework based on the Large Language Model (LLaMA 3.2) to generate reviews from ratings of the product's aspects. The proposed framework generates reviews in Hindi-English mixed language to make them more engaging for the Indian population. The results show that AI-generated reviews score better than human-written reviews in clarity (3.55 vs. 3.01), accuracy (3.49 vs. 2.51), and keyword relevance (67.4% vs. 35.7%). These AI-generated reviews were found to be very similar to human-written reviews and were indistinguishable in 59.7% of cases of human evaluation.

Purpose: Enterprise Risk Management (ERM) is a strategy and approach that enables organizations to manage risk strategically from a systems standpoint. The ERM assists businesses in structuring their systems to generate strategic flexibility (SF), which leads to increased firm performance (FP) through strategic enterprise management (IS-SEM) and strategic momentum (SM).Design/methodology/approach: The study is based on data gathered in Brazil and India. The complex link was discovered using partial least square structural equation modeling (PLS-SEM) using 330 Brazilian and Indian sample sizes.Findings: The findings show that ERM influences IS-SEM and SM, which improves SF and FP. Furthermore, the study claims that IS-SEM can help improve strategic momentum and flexibility in the face of environmental uncertainty (ENU). Thus, it indicated that specific combinations of ENU connected with ERM and IS-SEM lead to obtaining high and extremely high levels fuzzy set qualitative comparative analysis (fsQCA) post hoc analysis of strategic momentum and flexibility.Practical implications: The findings help executives understand how ERM and accounting information systems (AIS) can help achieve SM and SF, hence promoting FP in situation specific ENU setups in developing economies. The findings enhance executives' comprehension of how ERM and IS-SEM can significantly contribute to achieving SM and SF, thereby driving FP in the situation-specific ENU configurations in developing economies. Originality/value: Research indicated that specific combinations of (ENU) connected with ERM and IS-SEM lead to obtaining high and extremely high levels fuzzy set qualitative comparative analysis (fsQCA) post hoc analysis of strategic momentum and flexibility.