| Zimmermann et al. (2018) | Paradox theory and ambidexterity | 10 innovation projects in 3 companies, n = 51 interviews over 3 yrs–corporate managers, initiative managers and team members | | Y–frontline | Frontline managers' configurational matching and contrasting practices |
| Arfi and Hikkerova (2021) | SECI model and organisational learning | 3 Tunisian SMEs, n = 33 interviews–senior decision-makers and experts | Y | | Knowledge conversion processes in using digital platforms for CE |
| Hortovanyi et al. (2021) | Organisational ambidexterity | Longitudinal single case on strategic renewal, data: secondary documents and n = 23 (6 interviews with top managers, 18 with middle managers) | Y | | Learning points (3 phases) in the ambidextrous org journey |
| Ambos and Tatarinov (2022) | Atheoretical | Eight case studies using multiple data sources–39 innovation lead interviews, observations, annual reports, press releases and presentations | Y | | Responsible innovation capabilities developed through scaling organically and scaling strategically |
| Soto-Simeone and Biniari (2024) | Sociological theory of emotions | Grounded-theory design, 16 established Finnish organisations pursuing entrepreneurship–54 interviews with internal and external entrepreneurs over a year | | Y–ecosystem actors | Framework of CE role engagement and enactment showing emotions within work |
| Perini et al. (2024) | Four theories to explain strategic inertia | In-depth study of 2 polar cases, using secondary documents and n = 10 interviews, 5 top-level managers in firm A and top and middle managers in firm B | Y | | Process model of drivers of strategic renewal, reasons and outcome of strategic inertia |
| Putra et al. (2024) | Atheoretical | Single in-depth case, using field observation for 18 months, 27 interviews, n = 14 middle managers, n = 7 employees and 2 focus groups, plus documents | Y | | TMT's paradoxical framing of opportunities and MM's liminal framings and actions for digital exploration and exploitation |
| Gomes et al. (2024) | Dynamic capabilities and entrepreneurial judgement | Longitudinal study of six cases, using 67 interviews (TM, MM, entrepreneurs) and participant-observer | Y | | Propose a framework of entrepreneurial judgement governance adaptation for DT in 3 phases: recognising, distributing and orchestrating |
| D'Angelo et al. (2024) | Atheoretical | Single in-depth case, using 27 interviews with TM, MM and employees, 5 meetings observed, archival documents and external documents | Y | | Digital skill mobilisation process within an incumbent firm |
| Ellis et al. (2025) | Atheoretical | In-depth, longitudinal case, using 40 interviews with directors, employees, founders and analysts, 18 months of field observations and 150 digital files | | Y–MM | Process model of MM legitimation of radical innovation in nascent ecosystems |
| Shu and Srimuang (2025) | Dynamic capabilities | Interview with managers from 24 companies | Y | Y–digital champions | Digital transformation model: drivers, process and outcomes |
| Starmann et al. (2026) | Atheoretical | Individual entrepreneurial actors focus on identity-related conflicts and role construction over time | | Y–Intrapreneurs | Process model and theory of intrapreneurs' identity work, showing tensions between employee identity and entrepreneurial role aspirations |
| This study | Role theory | Qualitative–19 frontline managers | | Y–frontline managers | Frontline managers' CE roles in high-tech manufacturing |