Chourides, Pieris

The purpose of this paper is to investigate how knowledge assets and corporate social responsibility jointly influence the market value of a firm. In the contemporary knowledge-driven economy, where competitive advantage is based on intangible and intellectual capital, this paper emphasizes the strategic significance of knowledge assets, open innovation, and sustainable development practices in creating and maximizing market value. By employing multiple regression analysis on panel data for ten financial years, the study examines the optimal composition of knowledge assets and the impact of CSR initiatives on firm value. Key findings highlight a crucial threshold leading to the peak of market value, approximately when knowledge assets account for about 36% of a firm’s total non-current assets. Further, this study demonstrates that maintaining a balance between internally developed knowledge assets and external acquisitions significantly enhances value, correlating with the cultivation of a capitalization ability. Finally, this paper shows that corporate social responsibility emerges as a substantial driver of generating firm value, suggesting that integrating these practices into corporate strategic decisions not only aligns with ethical goals but also enhances market valuation. The insights from this study offer valuable perspectives for both academic researchers and industry professionals, advocating for a well-balanced approach to corporate asset management and underscoring the strategic importance of incorporating corporate social responsibility.

Amidst the fluidity of today's post-COVID business environment, this paper aims to fortify the discourse on strategic agility, by presenting a comprehensive best practice framework for its development and sustenance. This is achieved by carrying out an empirical investigation on four best practice multinational corporations. Despite abundant scholarly attention, a critical gap persists in the empirical examination of specific functional practices and their role for fostering strategic agility. This research fills this void, leveraging in-depth interviews with strategic-level managers and analyzing archival data, revealing that strategic agility necessitates a systemic approach and congruent efforts across organizational functions. Key findings underscore the role knowledge management as the linchpin, with corresponding emphasis on dynamic talent management, strategic partnerships, open innovation, digitalization, and sustainability. As a result, this paper contributes to the strategic management literature by offering practical insights for managers of global businesses in navigating the complexities of a rapidly evolving competitive landscape towards organizational excellence.