Generative Artificial Intelligence (GenAI) has emerged as a pivotal driver of transformation in the knowledge economy, reshaping how organizations create, distribute, and utilize knowledge. This paper examines how GenAI acts as a catalyst for organizational ambidexterity—the ability to simultaneously exploit existing capabilities while exploring new opportunities, within the broader context of digital transformation. Drawing on a systematic review of recent academic and industry literature (2020–2025), this study synthesizes insights from management, information systems, and artificial intelligence research to develop an integrative framework linking GenAI capabilities to organizational change dynamics. The findings reveal that GenAI enables three distinct but interrelated impacts on business workflows: automation, which streamlines repetitive and routine tasks to enhance efficiency and exploitation of existing resources; augmentation, which empowers human decision-making and collaboration by enhancing creativity and problem-solving; and innovation, which facilitates the exploration of new business models, value propositions, and organizational structures. Collectively, these mechanisms drive a dual process of exploitation and exploration, positioning GenAI as a strategic enabler of organizational ambidexterity. The study highlights that responsible GenAI adoption requires not only technological integration but also governance, cultural, and skill development initiatives to ensure sustainable value creation. It proposes managerial strategies for aligning GenAI deployment with ambidextrous organizational design, including adaptive governance frameworks, continuous learning systems, and cross-functional collaboration models. By bridging the gap between technological innovation and management theory, this paper contributes a multidimensional understanding of how GenAI transforms organizational workflows, structures, and strategic capabilities. Ultimately, this work advances the discourse on digital transformation by illustrating how generative technologies reshape the foundations of organizational learning and adaptability in the knowledge economy, offering actionable guidance for managers, policymakers, and researchers navigating this evolving landscape.
The information and communication technology labor market in Europe has become one of the fastest growing segments of the economy, reflecting the broader digital transformation that is reshaping industries and societies. Despite this growth, employers and policymakers continue to face structural difficulties, such as a limited supply of skilled professionals, uneven participation across demographic groups, and strong regional imbalances in the availability of talent. The existing scientific literature underlines the growing demand for digital skills but also emphasizes persistent challenges, including gender disparities, mismatches between education systems and industry requirements, and difficulties in achieving cross-border labor mobility. While a considerable body of work has addressed these issues conceptually, fewer studies have employed systematic quantitative evidence to measure the scale of shortages and their variation across European member states. This study applies a quantitative research design based on secondary data from validated European sources, including statistical databases and official labor market monitoring reports. The methodology combines trend analysis for the period 2012 to 2024, cross-country comparisons between highly developed and emerging economies within the European Union, and correlation analysis focused on the relationship between gender balance and skill shortages. The findings highlight four critical dynamics: a near doubling of employment in the information and communication technology sector over the past decade, the persistent underrepresentation of women with only 19.4% of specialists, pronounced regional disparities with some countries reporting more than 65% of vacancies as difficult to fill, and a forecasted shortage of up to 8 million professionals by 2030. By integrating statistical evidence with a talent management perspective, this research contributes to the field by demonstrating how real-time labor data can inform more effective recruitment, reskilling, and mobility strategies, ultimately supporting the sustainable development of Europe’s digital economy.
In the age of the knowledge economy, knowledge management has become essential for organizational competitiveness and sustainability, particularly through its role in fostering innovation, creativity, and strategic development. Within this context, the creative economy has emerged as an extension of the knowledge economy, with the cultural economy forming a central component. This shift positions the cultural sector at the heart of economic activity and underscores the strategic role of universities as key institutions for producing, managing, and investing in knowledge. This study examines the role of knowledge management in advancing cultural capital investment at King Abdulaziz University. The study focuses on identifying explicit requirements, major challenges, and strategic opportunities that enable universities to leverage their cultural assets. It situates the inquiry within existing literature, which increasingly highlights the economic significance of cultural capital but notes a scarcity of empirical research addressing its relationship with knowledge management in higher education settings. Using a quantitative case study methodology, survey data were collected from 240 academic and administrative leaders. The findings reveal several key barriers to cultural capital investment, including insufficient incentives, the absence of an integrated institutional strategy, limited interdepartmental coordination, and a lack of sustainable funding mechanisms. At the same time, the study identifies essential requirements, such as strengthening partnerships with the private sector, developing long-term funding sources, and establishing mechanisms that support the transformation of cultural assets into value-generating investments. The results indicate that creating a dedicated Cultural Capital Center and integrating the cultural economy into the university’s strategic framework are critical steps for translating cultural capital into measurable institutional and economic benefits. This study contributes to the literature by demonstrating how knowledge management can function as a strategic enabler for cultural investment within universities, particularly in the Arab region, where such studies remain limited.
This study examines the strategic mechanism through which market-oriented capabilities translate into sales performance by integrating product innovation and market expansion within a Resource-Based View (RBV) framework. While market orientation has long been considered a key driver of organizational success, empirical findings regarding its performance outcomes remain inconsistent, suggesting the presence of intermediate strategic processes. Addressing this gap, the study proposes and tests a sequential model linking market orientation, product innovation, market expansion, and sales performance. Data was collected from 153 business owners operating in the food and beverage sector through a structured survey conducted between October and December 2025. The data were analyzed using partial least squares structural equation modeling (PLS-SEM). The results indicate that market orientation positively influences both product innovation and market expansion, although the effect on expansion is relatively weak. Product innovation significantly contributes to market expansion and sales performance, highlighting its role as a key capability for value creation. Unexpectedly, market expansion demonstrates a negative yet significant relationship with sales performance, suggesting that growth initiatives may generate operational and competitive pressures that limit performance gains when organizational capabilities are not fully aligned. The findings contribute to RBV literature by demonstrating that performance outcomes emerge from capability transformation and alignment rather than market knowledge alone. Managerially, the study emphasizes the importance of balancing growth strategies with internal capability development to achieve sustainable performance outcomes.
In the era of digital transformation, businesses are forced to realign strategic priorities, innovate their operating models, improve service quality and increase customer-centricity to maintain competitiveness. As customer expectations continue to rise, the extent to which firms adopt customer obsessed behaviours has become a critical topic in contemporary strategic management. However, the limited empirical evidence exists on how customer obsession, innovation and service quality influence firm performance in Asian markets. This study aims to examine the effects of customer obsession, innovation, and service quality on firm performance using accounting-based profitability indicators. Building on the Resource Based View, Dynamic Capabilities and Service-Dominant Logic, the study develops an integrated analytical framework and applies panel data regression techniques to firm level secondary data. The empirical analysis is conducted using data from 50 publicly listed Taiwanese firms over the period from 2020 to 2025. The findings reveal three key insights. First, customer obsession exhibits only a weak association with firm profitability, indicating that the financial returns of customers centric strategies tend to emerge gradually rather than immediately. Second, firm resource variables, particularly innovation related investment and firm scale, demonstrate strong and stable positive effects on profitability outcomes. Third, innovation activities and service quality enhancement show negative short-term effects on financial performance, reflecting the substantial costs associated with innovation investment and service quality improvement. The research contributes additional empirical evidence from the Taiwanese context and proposes an integrated framework linking customer obsession, innovation, and service quality in the analysis of corporate strategy and firm performance.
