Purpose This study aims to examine the impact of Quality 4.0 (Q4.0) dimensions on operational performance improvement (OPI) in higher education institutions, with a particular focus on the mediating role of digital knowledge management (DKM). The research responds to the growing need for digital transformation in the education sector by exploring how Q4.0 technologies can enhance operational efficiency, academic quality, and institutional sustainability. Design/methodology/approach A quantitative research approach was adopted, using data collected from 1,154 faculty members across three major universities in a developing country. The study employed Partial Least Squares Structural Equation Modelling (PLS-SEM) to assess the direct and indirect relationships among five Q4.0 dimensions-digital transformation (DT), analytics and big data (ABD), communication and collaboration (CC), innovation and sustainability (IS), and adaptability to change (CA)-DKM, and OPI. Findings The results reveal that all five Q4.0 dimensions have significant positive effects on operational performance. Additionally, DKM exerts both a direct influence on OPI and a mediating effect between Q4.0 practices and institutional performance outcomes. The study confirms that effective DKM enhances the benefits of digital initiatives by facilitating knowledge sharing, data-driven decision-making, and operational agility within higher education institutions. Originality/value This research contributes to the literature by introducing an integrated conceptual model that bridges Q4.0 and DKM within the context of higher education – a setting underexplored in existing research. It provides empirical evidence from a developing country context and highlights the strategic role of DKM in maximising the impact of digital transformation initiatives. The study offers practical insights for academic leaders and policymakers aiming to improve institutional performance through targeted digital strategies.
Purpose This study examines the specific factors that contribute to business failure in law firms, an under-explored area within professional service firms, particularly in emerging economies. It moves beyond financial indicators to uncover the organizational and managerial deficiencies that precipitate decline. Design/methodology/approach A qualitative research methodology was employed. The snowball sampling technique was employed to recruit a total of 13 participants, comprising owners of failed law firms and senior managing partners of these firms from the Ghanaian legal sector, for in-depth, semi-structured interviews. The Dynamic Capabilities Theory underpinned the study. Findings The analysis identifies six core failure factors: High Internal Locus of Control, Inadequate Succession Planning, Lack of Support from Financial Institutions, Financial Mismanagement, Weak Economic Environment, and Lack of Market Positioning. These factors reveal a fundamental failure to develop and deploy the dynamic capabilities needed to sense market shifts, seize opportunities, and reconfigure resources to ensure continuity. Research limitations/implications The study highlights the need to extend Dynamic Capabilities Theory to explain organizational failure, not just success or innovation. It underscores the necessity of viewing failure as a consequence of underdeveloped sensing, seizing, and transforming capabilities, particularly in volatile institutional environments. Practical implications Law firm leaders and legal sector regulators must proactively address these failure factors by institutionalizing strategic planning, formalizing succession protocols, enhancing financial literacy among partners, and fostering a culture of delegation and market orientation. Failure to cultivate these dynamic capabilities leaves firms vulnerable to even minor environmental shocks. Social implications The widespread failure of law firms jeopardizes access to justice, undermines the rule of law and results in a loss of specialized legal expertise within the economy. This is particularly critical in emerging economies like Ghana, where a robust legal sector is essential for economic development and investor confidence. Originality/value This research offers a novel investigation into the micro-mechanisms of law firm failure from a Dynamic Capabilities perspective. It provides a granular, qualitative understanding of how internal managerial orientations and strategic shortcomings inhibit the very capabilities needed for resilience, moving beyond generic SME failure studies to focus on the unique context of knowledge-intensive professional partnerships.
Purpose The primary objective of this study is to address the limitations of traditional port performance monitoring systems by introducing an advanced, data-driven platform. By integrating real-time analytics, the proposed system provides port authorities with a comprehensive tool to enhance operational efficiency, sustainability and competitiveness. The research seeks to support strategic decision-making by offering a holistic evaluation of port activities across multiple stakeholders and domains. Additionally, this study aims to align port operations with evolving environmental regulations and technological advancements, thus ensuring enhanced efficiency of port management activities. Design/methodology/approach The present study adopts a data-driven approach to enhance port performance monitoring through an integrated digital platform. The research methodology involves a combination of quantitative data analytics, real-time monitoring technologies and stakeholder feedback analysis. A multi-dimensional performance dashboard is developed to aggregate and detect key performance indicators (KPIs) from various sources, including port operations, market trends, concessionaire activities and environmental metrics. The platform utilises big data analytics, machine learning and cloud computing to ensure real-time processing and predictive insights. A case study methodology is used to validate the system's effectiveness in improving decision-making within port management. Findings The implementation of a real-time performance dashboard significantly improves port authorities’ ability to monitor and evaluate key operational metrics. Findings indicate that data integration across multiple domains enhances transparency, optimises resource allocation and fosters proactive decision-making. The proposed platform effectively addresses challenges related to efficiency, sustainability and competitiveness, thus allowing ports to respond dynamically to market and regulatory demands. Moreover, the research highlights how predictive analytics and automated reporting streamline port management, reducing inefficiencies and operational bottlenecks. The case study analysis confirms that digital transformation plays a pivotal role in facilitating a smarter and more sustainable port ecosystem. Originality/value This study contributes to the existing literature on port digitalisation by introducing a novel, data-driven approach to performance monitoring. Unlike conventional monitoring tools, the proposed decision support system integrates advanced analytics and real-time data processing, offering port authorities a more adaptive and strategic framework for decision-making. The research provides practical value by presenting an innovative technological solution that aligns with contemporary challenges in port management, such as environmental sustainability, operational complexity and evolving regulatory frameworks. Ultimately, this study underscores the transformative potential of digitalisation in port operations, highlighting the potential benefits of more efficient, resilient and sustainable maritime logistics networks.
Purpose The paper examines how digital technologies are transforming continuous improvement (CI) by altering the cognitive and relational dynamics that have long underpinned Kaizen-oriented learning. Design/methodology/approach This paper adopts a conceptual approach, drawing on insights from CI, organizational learning and digital transformation. It establishes an interpretive framework focusing on cognitive offloading as a pivotal mechanism connecting technology adoption with the decline of participatory improvement routines. Findings Digital technologies can significantly speed up decision-making and streamline processes. However, there is a downside: their widespread use may reduce our ability to reflect, learn from experience and solve problems. When we start relying too much on technology for cognitive tasks, we risk becoming efficient in a procedural sense but socially vulnerable. This can weaken human skills that are essential for viable improvement. Practical implications The paper presents a conceptual model and practical guidelines for managers interested in developing CI systems that focus on maintaining discretion, fostering a strong learning environment and encouraging collective sense-making instead of merely optimizing execution. Originality/value Thanks to the adoption of Kaizen principles, the paper advances the discussion on CI by highlighting the fact that cognitive offloading poses a risk not only to individuals but also to organizations, particularly in environments that rely heavily on digital technology.
Purpose This study investigates first-time Lean Six Sigma (LSS) adoption in technology-intensive manufacturers undergoing rapid scaling. Prior research largely reflects mature, stable operations and offers limited theory-driven insight into early-stage governance, capability-building and cross-firm learning. Drawing on the dynamic capabilities view (DCV), we examine how organisations develop sensing, seizing and reconfiguring routines during initial deployment. Design/methodology/approach A qualitative, multiple-case study examined two UK manufacturers at contrasting LSS maturity levels (approximately 9 years versus less than 6 months). The data comprised over 30 semi-structured interviews and company documents. DCV constructs guided thematic analysis and cross-case comparison. Findings Early adopters struggle with project selection, clarity of leadership roles, coaching and mentoring and cultural fit (including terminology). The mature case shows that strategic alignment and governance, internal coaching capacity and staged routinisation help translate training into sustained improvement routines, enabling organisations to sense performance gaps, prioritise projects and reconfigure roles and measures. Research limitations/implications Based on two UK high-growth, high-tech manufacturers and primarily self-reported evidence, the study supports analytical rather than statistical generalisation. The proposed mechanisms require testing and contextual adaptation in SMEs, services, public-sector organisations, stable-growth industries, highly regulated settings and emerging economies. Practical implications The study offers a four-phase, gated deployment roadmap: align and design, pilot and protect, coach and stabilise and scale and renew. Progression depends on verified governance, resourcing, coaching and learning conditions rather than on an arbitrary implementation timetable. Originality/value Theoretically, the study advances DCV by identifying four LSS-specific mechanisms through which initial adoption can develop dynamic capability: a strategic governance filter, certification-linked protection of improvement resources, belt-based coaching and recursive stage-gate feedback. In practice, it provides comparative guidance on how early adopters can sequence and connect these mechanisms, rather than treating governance, training and coaching as independent checklist items.
