Purpose The concept of resilience has garnered significant attention during recent global crises. Family businesses are often highlighted for their inherent resilience, attributed to their distinctive characteristics, orientation, goals and familial influence. Nonetheless, a coherent body of research on strategies for family business resilience uncovering managerial implications remains elusive. Design/methodology/approach The authors performed a systematic literature review followed by a synthesis and inductive analysis of 57 selected articles to identify strategies that strengthen family business resilience. Findings The findings reveal strategic approaches shaped by a strong commitment to family-centric culture, identity and values and extensive internal and external relationships. These strategies, which are significantly influenced by family businesses’ distinctive traits, are critical in enhancing a family business’s adaptability and crisis response. Nonfinancial goals, a long-term orientation and risk-aware financial standing further enhance resilience by collectively enabling businesses to navigate external adversities resiliently and secure their enduring viability. Originality/value The paper concludes with a cohesive and dynamic framework that integrates the various strategic approaches into a novel conceptualization and points towards future research directions.

This article analyses how firms enhance their dynamic capabilities through open innovation activities. While previous research has acknowledged the potential of integrating dynamic capabilities and open innovation, existing studies are fragmented in that they neither build upon one another nor offer a comprehensive framework. Instead, they often focus on isolated aspects of dynamic capabilities, resulting in disparate, incoherent insights. This fragmentation hinders the development of actionable insights for organizations aiming to systematically enhance their innovation processes through open innovation. To address this issue, we conducted a systematic literature review to identify key dimensions that link open innovation activities to the sensing, seizing and transforming phases-the core components of dynamic capabilities. The resulting framework offers an integrative perspective that goes beyond fragmented research findings and provides a structured approach to operationalizing open innovation. The framework transitions open innovation from an abstract concept to a practical tool that can be systematically embedded into firms' innovation processes. Additionally, by situating dynamic capabilities within the context of innovation management, the framework expands their theoretical and practical utility. This study provides actionable insights for practitioners and establishes a consolidated foundation for future research, thus enhancing the theoretical and practical impacts of open innovation.

Purpose The paper aims to examine mindfulness as innovative approach to foster the attitudes toward sustainable development among future professionals within higher education institutions. Design/methodology/approach The paper highlights a quasi-experiment with 36 future professionals to explore the interrelatedness of mindfulness with attitudes toward sustainable development. This included an eight-week Mindfulness-Based Stress Reduction course with a pre-, post- and longitudinal test. Findings The study revealed that the training of mindfulness significantly increased the dispositional mindfulness and the overall attitude toward sustainable development of future professionals. Furthermore, their slope of state mindfulness significantly predicted this increase. Originality/value The novelty of the paper lays within the operationalization of mindfulness which aims to train the inner development instead of solely imparting knowledge about education for sustainable development.

Purpose In this study, we investigate how capability in managing intellectual property may be treated as a type of “dynamic capability,” and we seek to understand how, when it is linked to the new technology development capability of a complex technological organization, these two types of dynamic capabilities may coevolve. Design/methodology/approach We conducted a longitudinal empirical case study of Airbus, incorporating an abductive research methodology that required investigating theory and empirical data concurrently and iteratively. The data, ranging over a period of two decades from 2000 to 2021, was collected from four different sources, including interviews, internal company documents, publicly available information and patent data. Findings Our main findings are that the capabilities and roles of the Intellectual Property function in Airbus and their interaction with the company's Technology function have indeed influenced the overall innovation strategy of the organization, and that three coevolutionary phases may be identified in the interactive development of the two functions. Research limitations/implications Our investigation into how new technology development and intellectual property (IP) management capabilities coevolve within complex technological organizations, exemplified by Airbus, provides significant theoretical and practical implications. Theoretically, it enhances understanding of capability co-development dynamics in complex organizations, particularly in strategic IP management. Practically, it suggests aligning IP strategy with overall corporate objectives and optimizing organizational structures to promote collaboration and efficiency across IP and technology teams. This alignment may foster innovation, maximize the value of intellectual assets and strengthen collaborations, positioning organizations for long-term success in competitive landscapes. Originality/value This study makes a fresh contribution to the innovation studies literature by showing how if intellectual property management is treated as a core function of a complex technological organization – rather than simply as a vehicle for protecting new inventions and products after the fact or simply as a constituent part of the organization's legal function – it may contribute proactively to the organization's technological innovation performance. We also address the current gap in the academic literature for a clear understanding of the processes by which different function-specific dynamic capabilities may coevolve in a complex organization operating as part of a dynamic and complex adaptive system.

Earnout deals are expected to protect acquirers from overpayment as information asymmetries are reduced and the final purchase price is partly based on the future performance of the target. Various scholars have investigated the perception of earnout deals by capital markets revealing significant abnormal returns. Those studies are focused mostly on the Anglo-Saxon countries and China leveraging a pre-COVID datasets. Hence, this study aims at investigating capital market reaction to earnout deals in Continental Europe covering the timeline of 2012 to 2022. Our results indicate that earnout deals in Continental Europe outperform non-earnout deals and are especially beneficial in times of high uncertainty.