Causal complexity and systems thinking have long been recognized as inherent features of logistics and supply chain management (LSCM), yet they have received limited scholarly attention, partly due to the lack of appropriate methodological tools. The emergence of fuzzy-set qualitative comparative analysis (fsQCA) has reinvigorated systems thinking by introducing a configurational approach to LSCM research. Consequently, the use of fsQCA in this field has grown rapidly in recent years, warranting a systematic evaluation to support further disciplinary advancement. Drawing on a systematic review of 179 peer-reviewed articles published between 2015 and 2025, this study critically examines the application of fsQCA in LSCM. We found that fsQCA in past research was applied both as a standalone method and as a complement to conventional techniques such as regression, to identify alternative configurations of conditions for supply chain strategy, performance, sustainability, flexibility, resilience, digitalization, and collaboration. Evaluating these studies against established fsQCA methodological guidelines, the review reveals considerable inconsistencies in the analysis and reporting of data calibration, truth table construction, necessary and sufficient conditions, and robustness testing. Based on these findings, this study suggests best practice guidelines to strengthen the rigor and transparency of future configurational research and outlines agenda for advancing fsQCA-based LSCM studies. For practitioners, the configurational evidence synthesized in this review demonstrates that LSCM outcomes can be achieved through multiple distinct configurations of strategies, highlighting opportunities to adopt alternatives to one-size-fits-all best practices. The review thereby setting a benchmark to strengthen the methodological foundations for rigorous, theory-driven, and practically relevant configurational research in LSCM.
Flexibility research grew out of scattered functional concerns in strategy, manufacturing and operations, and the Global Journal of Flexible Systems Management (GJFSM) has served as its dedicated outlet since 2000. This paper reviews the journal’s twenty-five-year trajectory through a bibliometric analysis of documents indexed in Scopus for 2001 to 2025. Structural breaks in the publication and citation series are tested, author productivity is examined, and international collaboration is treated as a strand on its own. Two breaks are confirmed in the publication series, in 2011 and 2021, and one in the citation series. Annual output has risen consistently, contributors now span more than seventy countries, and international co-authorship reached more than forty per cent in 2021–2025. Methodological works on TISM and SAP-LAP remains the most cited segment of the corpus. Since 2020, sustainability, resilience and artificial intelligence have begun to compete with flexibility itself for thematic weight. A comparative assessment across major reputed management and operations journals confirms that GJFSM remains the most flexibility-intensive outlet by a wide margin. The review shows that there are gaps around AI-driven flexibility, construct measurement and sectoral coverage that may guide future work in this field.
This research aims to investigate the current knowledge of strategic military leadership, with a particular focus on adaptability as a critical leadership trait in volatile, uncertain, complex, and ambiguous security environments. This research seeks to develop an adaptable strategic leadership model showcasing core leadership competencies for the military sector and facilitating the transformation of warfare, technological evolution, and multi-domain operations through strategic leadership innovation. This study applied a historical-contextual synthesis (HCS) and a systematic literature review (SLR) based on the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) guidelines to guarantee transparency and reproducibility of the process. This study introduces a new concept of flexibility in strategic leadership in the armed forces by employing thematic analysis and concept mapping techniques to define adaptable leadership in the military. This study adds to the discipline by adding flexibility to the existing paradigm of strategic decision-making and adding new concepts such as complexity leadership, resilience and adaptive systems. Flexible strategic leadership is important for armies working in dynamic environments. Military organisations should concentrate on the training programmes for leaders that emphasise the ability to think, use digital resources, make sound ethical choices and adapt quickly. More studies are needed to show that flexible leadership models work in military environments and to explore how new technology can be used in command systems that can change and adapt.
Healthcare organizations around the world face growing pressure to become more sustainable in environmental, social, and economic terms. Digital technologies such as artificial intelligence and cloud computing are seen as powerful tools that can help hospitals reach these sustainability goals. However, technology alone is not enough and many hospitals still fail to turn digital adoption into real sustainability results. This study examines how digital technologies improve Healthcare Sustainability Practices through Human Resource Management and Organizational Ambidexterity and whether Environmental Dynamism strengthens these effects. We surveyed 301 healthcare professionals in Bangladesh and analyzed the data using Partial Least Squares Structural Equation Modeling (PLS-SEM) with a bootstrapping procedure of 5000 resamples. The results show that digital technologies directly improved sustainability practices (β = 0.147 p = 0.005) and also strengthened Human Resource Management (β = 0.310) and Organizational Ambidexterity (β = 0.289). Human Resource Management was the strongest driver of sustainability (β = 0.662 p < 0.001) and it positively transferred the effect of digital technologies to sustainability (β = 0.205). Organizational Ambidexterity showed a negative effect on sustainability (β = −0.327) and also carried a negative indirect effect (β = −0.095). Environmental Dynamism improved sustainability practices (β = 0.170) and strengthened the link between digital technologies and sustainability (β = 0.122). These findings show that technology alone is not enough for sustainable healthcare. Hospitals need skilled people balanced structures and the ability to adapt to changing conditions to turn digital transformation into lasting sustainability.
Commercial organisations are increasingly reconfiguring sales–procurement work around data, models, and human judgement. In the post-generative AI (GenAI) landscape, flexibility must deliver speed without eroding accountability. This study contributes to flexible management theory by explaining how flexibility is organised when decision authority becomes elastic and partly machine-mediated within everyday organisational work. Drawing on a qualitative, abductive study of 24 semi-structured interviews with business-to-business (B2B) practitioners across fast-moving consumer goods, automotive, manufacturing, health technology, and consulting, this study integrates the dynamic capabilities perspective with the “situation-actor-process” and “learning-action-performance” framework. This study advances hybrid-intelligence flexibility as an organising logic for GenAI-mediated work, defined as the elastic allocation of decision rights and execution across humans and GenAI agents and contingent on task ambiguity and decision stakes. Hybrid-intelligence flexibility is operationalised through three micro-foundations: data asset liquidity, decision-scope elasticity, and interpretive governance. Evidently, liquidity strengthens sensing by accelerating reliable access to commercial signals, elasticity calibrates autonomy at the task level to support timely yet defensible actions, and interpretive governance reduces reversals as workflows reconfigure. The study develops analytically generalisable, middle-range propositions on when autonomy should expand or contract, and identifies boundary conditions shaping heterogeneous flexibility outcomes. It further advances responsible flexibility not as an ex-post constraint but as an antecedent of durable flexibility. Together, these contributions move the literature beyond GenAI use-case inventories towards a mechanism-based explanation of flexible management. For managers, a clear sequence emerges: increase data asset liquidity, codify the decision scope, and institutionalise interpretive governance.
