The NATO Architecture Framework is a standardised approach for developing and describing Enterprise Architecture in both military and business contexts across North Atlantic Treaty Organisation (NATO) Member States. This document of the Atlantic Alliance provides a comprehensive methodology, viewpoints, and a metamodel to guide architecture development. However, the current metamodel lacks sufficiently mature mechanisms, such as Key Performance Indicators, to effectively support the monitoring and evaluation of strategic and operational goal achievement.A well-designed set of Key Performance Indicators integrated into the NATO Architecture Framework could establish clear targets for collaborative entities, define milestones to measure progress, and generate actionable insights that facilitate informed decision-making at all organisational levels. Key Performance Indicators can also be directly linked to Enterprise Architecture artefacts and methodologies, creating a robust framework to evaluate the alignment between architectural components and strategic goals. By incorporating Key Performance Indicators into NATO Architecture Framework artefacts, organisations can more effectively assess the effectiveness and performance of individual architectural elements, ensuring these elements contribute meaningfully to the organisation's overall goals.This integration supports ongoing performance monitoring, enables benchmarking, and guides evidence-based adjustments to Enterprise Architecture design and implementation. The benchmarks derived from Key Performance Indicators can address internal, external, and overarching performance. This paper examines the structure and organisation of the NATO Architecture Framework and its components, demonstrating how incorporating Key Performance Indicators can enhance their effectiveness. Using a case study, the research shows how Key Performance Indicators enhance the quality, adaptability, and relevance of the NATO Architecture Framework. The findings suggest that integrating Key Performance Indicators ensures that NAF and the resulting Enterprise Architecture remain aligned with evolving organisational requirements and strategic priorities, increasing their value for military and business applications.
In today's volatile markets, supply chain agility (SCA) and innovation play pivotal roles in enhancing adaptability, resilience, and competitive advantage. While some studies suggest agility sparks innovation by enabling rapid adaptation, others argue that innovation—through disruptive technologies and processes—drives agility. However, the bidirectional relationship between SCA and innovation remains conceptually fragmented, with inconsistent empirical evidence on causality. This paper fills that gap with a novel conceptual framework highlighting a dynamic feedback loop where innovation acts as both catalyst and outcome of agile capabilities. Through a theory-driven model-building approach grounded in the Resource-Based View (RBV) and the Dynamic Capabilities View (DCV), we synthesize and adapt existing literature to create new theoretical linkages. Our framework demonstrates how firms can strategically harness agility-driven innovation and innovation-fueled agility to sustain competitive advantage in turbulent environments. The insights offer significant theoretical contributions and practical guidance for managers aiming to boost resilience, responsiveness, and continuous innovation in their SCs.
Stabell and Fjeldstad (1998) proposed three value configurations; the value shop, the value chain and the value network based on Thompson’s (1967) three technologies as a typology. However, that Thompson’s technologies constitute a typology has been criticized (cf Barbini and Neri, 2017). Also, research has highlighted increased shifts in value configurations and hybrid forms. Thus, the question arises: how can value configurations be classified and along what dimensions, in order to facilitate analysis of hybrid forms and changes between value configurations? This paper expands on the current literature on value configurations to provide a deeper understanding of how they can be classified, particularly in the context of contemporary organizations that utilize hybrid forms of value configurations and transition between them. A value configuration map is proposed where the value configurations are positioned along three key dimensions facilitating hybrid position and transition analysis.
The phenomenon of innovation, analyzed from the perspective of internal organizational capabilities, becomes accessible through strategic decisions and configurations established by management to enhance corporate performance. In the manufacturing sector, innovation capability (IC) is a critical factor, as it facilitates competitiveness through the development and refinement of products and business processes. This literature review aims to understand the dimensions and application of the term “Innovation Capability” (IC) by identifying the tools used for its measurement and comparison in a comprehensive analysis of studies conducted in the manufacturing industry. To achieve this, a review of academic records published between 2018 and 2023 was conducted, utilizing Scopus and Web of Science (WoS) databases, following PRISMA methodology guidelines. A total of 98 documents focused on the study of IC in manufacturing companies were identified. The reviewed documents collectively analyze IC through nine thematic axes and provide tools for its measurement. Based on the observed results in the records, a framework is proposed that synthesizes the variables related to measuring IC in organizations. This study proposes a novel framework that synthesizes the nine thematic axes for measuring IC in manufacturing, addressing the limitations of previous reviews by integrating organizational, environmental, and technological dimensions. Furthermore, it highlights opportunities for future research to explore and apply the identified instruments in other industries and contexts.
This paper proposes a novel data-driven roadmapping (DD-R) framework to improve stakeholder coordination across disaster management (DM) phases. The framework positions data as a dynamic, unifying element within roadmapping to address fragmentation in traditional DM. The framework is illustrated and tested for its applicability in disaster contexts through analysis of the 2023 Türkiye Earthquake. The case analysis demonstrates the potential of the framework for strengthening stakeholder collaborations that are key to enabling agile resource orchestration, inclusive decision-making, and social innovation. Policymakers and practitioners are encouraged to adopt this integrative approach to strengthen adaptive capacities through integrated data flows, providing a scalable tool for building collaborative resilience. The paper concludes with a summary of the study's contributions, its limitations, and suggestions for future research.
