Corporate social responsibility (CSR) and corporate political activities are complementary, and the coordinated management of corporate social responsibility and corporate political activities may lead to better firm performance. However, corporate social responsibility and corporate political activities should be aligned carefully to utilize this complementarity. Strategic flexibility, which is the ability of a firm to adapt to changes in the external environment and make necessary organizational modifications quickly, can help firms to align their corporate social responsibility and corporate political activities. This paper empirically investigates the political dimension and the interactive dimension which describes interactions between corporate social responsibility and corporate political activities together with strategic flexibility and their effects on firm performance through a study of 142 firms in Turkey using moderated multiple regression methods. The results show that, while the political dimension had an inverted U‐shaped effect on firm performance, indicating that only a moderate level of corporate political activities may improve financial performance, the interactive dimension had positive but limited implications for performance. Finally, it was found strategic flexibility plays a positive moderating role on the relationships between the interactive dimension and firm performance. It is concluded that complementarity between corporate social responsibility and corporate political activities which may result in better performance is contingent on strategic flexibility.

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This study aims to explore the separate and combined effects of knowledge management capabilities, environmental dynamism and learning capability on innovation performance. To achieve this aim, a survey was carried out on a sample of 221 firms and a couple of hypotheses were tested. The findings showed that higher levels of environmental dynamism and learning capability made the positive linkage between knowledge management capabilities and innovation performance stronger. Based on the findings, it was suggested that whilst environmental dynamism may compel firms to assimilate and use new information better, create more new product configurations and move readily to new markets through their knowledge management capabilities, learning capability improves the understanding of organizational knowledge and helps the firm embed this knowledge into organizational processes. In this sense, environmental dynamism and learning capability moderate the relationship between knowledge management capabilities and innovation performance.

This study seeks to explore the impact of strategic flexibility on the relationship between knowledge management and innovation performance. In order to achieve this, a self-administrated questionnaire was conducted on a sample of 187 firms from different industries in Turkey and a couple of hypotheses were tested. The two way interaction of knowledge management and strategic flexibility was associated more strongly with innovation performance than the direct and single relationship of knowledge management and innovation performance. Therefore, it was found that the effectiveness of knowledge management leading to innovation performance is contingent on strategic flexibility.

A large body of evidence suggests that leadership can be learned, and followers may respond to such learned behavior positively. Indeed, motivation, engagement, health, and wellbeing of employees in an organisation depend on the quality of the managers to a great extent. In this context, managers need to be equipped with the skills and behaviors both to engage and to protect the health and wellbeing of their teams. In this chapter, the theoretical backgrounds of transformational leadership and authentic leadership are explained, and these theories are compared and contrasted with each other. It also discusses how these leadership theories might help to enhance positive psychological abilities and positive attitudes of both leaders and their followers, and how these leadership theories contribute to the development of the management-training programs.

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Purpose The interplay between gender and dynamic managerial capabilities is not well studied in the extant literature. This paper aims to explore how dynamic managerial capabilities, as prized qualities in the job market, are framed in gendered ways and how the gendering process disadvantages female and male workers for different reasons and harms the organisations, which use the managerial capabilities approach without proofing it for gender biases. Design/methodology/approach An extensive literature review was conducted and a framework that offers a new gender perspective was offered. Findings A number of ways dynamic managerial capabilities may be proofed for gender biases and how a gender-balanced framing of dynamic managerial capabilities may be achieved are identified. Originality/value This paper contributes to the development of a new gender perspective, which is called regendering of dynamic managerial capabilities, which frees the concept from its binary frames of gender, assumptions of gender neutrality, with a view to capture gender diversity in a way which is closer to its nature in theory and practice of dynamic managerial capabilities.