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Open research questions in Collaboration in agile enterprises

31 unresolved questions extracted from the limitations and future-work sections of 390 Collaboration in agile enterprises papers in our library. Each links back to the study that raised it.

What the literature leaves open

  • Future research may explore how these factors interact with competitiveness within digital platform ecosystems (Chong & Zainal, 2024; Gupta et al.

    What Keeps GoTo Competitive? Employee Perspectives on Agility and Human Capital · 2026 · DOI

  • Finally, future research could investigate additional mediators and moderators, such as digital leadership ori- entation, organizational learning culture, specific digital technologies (AI, IoT, blockchain), and top management team composition, to further illuminate the complex pathways through which digital transformation is associ- ated with green innovation outcomes. The 2-to-3-week interval between data collection phases, while an improvement over single-phase cross-sectional designs, is insufficient to establish causal precedence for organizational-level processes such as digital capability development, innovation capacity building, and green innovation implementation, which typically unfold over months or years [44].

    Leveraging digital transformation for green innovation: the role of organizational agility, innovation capabilities, and institutional pressures · 2026 · DOI

  • quality organizational (Blacksmith & McCusker, 2024). Consequently, Digital HRM represents a synergistic between interaction technological intelligence and human expertise rather than a substitution of human intelligent machines.

    Strategic Human Capital Transformation for Global SMEs: Leveraging Artificial Intelligence and Digital Capabilities to Achieve Sustainable Competitive Advantage · 2026 · DOI

  • In the PBE context, therefore, organizational knowledge is certainly important but is insufficient without leadership that actively directs, connects, and activates that knowledge (Ly, 2024.

    THE AGILITY PARADOX: WHEN OPERATIONAL AGILITY HINDERS DIGITAL TRANSFORMATION IN PORT BUREAUCRACIES · 2026 · DOI

  • emerges when transform of competitive Resource-Based View, firms advantage successfully valuable organizational resources into strategic assets that competitors find difficult to imitate. These assets may include innovation capability, organizational knowledge, managerial expertise, technological competence, customer relationships, organizational and reputation.

    Business Environment, Competitive Advantage, and Firm Performance among Indonesian Small and Medium Enterprises: An Integrated Resource-Based and Dynamic Capability Perspective · 2026 · DOI

  • Future studies could explore additional mediating or moderating variables, such as organizational culture, leadership style, or digital capability maturity, to further explain the mechanisms linking AI adoption and firm performance. These finding advances prior studies that have reported mixed results regarding the AI–performance relationship by identifying an important organizational mechanism through which AI creates value. Strategic agility was found to play a crucial role in translating AI-related investments into superior performance outcomes, highlighting that technological adoption alone is insufficient without complementary organizational capabilities.

    Strategic Adoption of Artificial Intelligence and Firm Performance: The Mediating Role of Strategic Agility in Emerging Economies · 2026 · DOI

  • Purpose This research seeks to examine the relationship of total quality management (TQM) with green innovation (GI), including its dimensions: green product innovation (GPI), green process innovation (GPSI) and green managerial innovation (GMI), in the context of Malaysian manufacturing SMEs, a critical yet underexplored sector in an emerging Southeast Asian economy.

    Being green requires agility: does organizational agility matter for the relationship between TQM and green innovation · 2025 · DOI

  • The existing literature provides limited evidence on “How do small and medium-sized enterprises (SMEs) grow, develop, and sustain their operations in the long-run?” within the scope of this question, this conceptual paper suggests a holistic hypothetical construct of a dynamic business model (DBM).

    SME operational bid through adversity and turbulent economic environment: resilience through dynamic capabilities · 2024 · DOI

  • Research limitations/implications There is a gap in the literature with respect to agility, namely, that most research focuses on the characteristics of agile organizations, with little attention given to how to develop agile capabilities and embed the commitment to continuous change deep into the corporate DNA, beyond the process level, into the psyche of the people driving the organization.

    The challenges of organizational agility (part 1) · 2017 · DOI

  • Conclusions on the role played by PMS as a system for supporting development were based on a theoretical study; an ad hoc empirical study would be useful for further investigation of this topic.

    Organizational capability in SMEs · 2007 · DOI

  • Several well-known authorities have called for further investigation into these benefits, noting that a distinct lack of research exists, causing the field of corporate adventure training to have a cred­ ibility crisis (Bank, 1985; Hogg, 1988; Crawford, 1988; Darby, 1989).

    Evaluation of Team Development in a Corporate Adventure Training Program · 1992 · DOI

  • These that strategic human capital should be understood as a dynamic organizational that evolves continuously capability education, through in investment leadership competency development, cultivation, and organizational learning.

    Strategic Human Capital Transformation for Global SMEs: Leveraging Artificial Intelligence and Digital Capabilities to Achieve Sustainable Competitive Advantage · 2026 · DOI

  • The study clarifies that digital strategic intent alone is insufficient to amplify agility returns unless supported by implementation capability and organizational alignment.

    How Organizational Agility Translates Internal Capabilities into Hospital Performance: Evidence from 173 Hospital Directors in Indonesia · 2026 · DOI

  • This finding suggests that agile leadership remains a relatively new concept within the study setting, and that nurse managers possess limited knowledge and understanding of its principles and applications.

    EXPLORING AGILE LEADERSHIP COMPETENCIES FROM THE PERSPECTIVE OF NURSE MANAGERS · 2026 · DOI

  • Despite the topical nature of technology adoption, the role of agility or a multidimensional capability concerning cognitive, operational, and strategic responsiveness remains underexplored in the literature.

    ENHANCING LECTURER PERFORMANCE: THE ROLE OF AGILITY IN TECHNO-ADAPTABILITY FOR DISTANCE EDUCATION · 2026 · DOI

  • Despite the awareness of agile application, perceived benefits about significant characteristics of organisational agility have not been fully investigated.

    Organisational agility and its perceived benefits from Australian perspectives · 2020 · DOI

  • While the study of strategic agility is of growing interest as a prime means of organizational growth, the ways by which key mechanisms of growth such as mergers and acquisitions (M&As) help in building this capability remain elusive.

    How Do Different Types of Mergers and Acquisitions Facilitate Strategic Agility? · 2014 · DOI

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31 open questions have been extracted from the limitations and future-work passages of 390 Collaboration in agile enterprises papers in our library. Each one below links back to the study that raised it, so you can read the original claim in context.

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