Jul 2026· Corporate Social Responsibility and Environmental Management· 0 citations· 71 references
Abstract
This study investigates how organizations in Vietnam achieve sustainable performance through green knowledge management (GKM), digital tools (DKM), leadership and culture (LOC), and institutional support (INS). Drawing on the Knowledge‐Based View, Dynamic Capabilities Theory, Institutional Theory, and Leadership Theory, we develop and test a model in which innovation capabilities (IC) mediate the link between organizational enablers and sustainability outcomes. Rather than treating these theories as interchangeable explanations, the study maps each theoretical lens onto a distinct capability‐building mechanism: knowledge conversion, dynamic reconfiguration, behavioral and cultural activation, and legitimacy‐enabled institutional support. Survey data from 350 firms across the manufacturing and service sectors were analyzed using structural equation modeling (SEM). Results show that all dimensions of GKM, DKM, LOC, and INS significantly enhance IC. Knowledge application emerged as the strongest GKM predictor, while AI‐based platforms were the most influential among DKM. Process eco‐innovation was the most powerful driver of sustainable performance across financial, environmental, and social dimensions. Mediation tests confirmed IC as a key mechanism translating organizational resources into sustainability outcomes. The study integrates multiple theoretical perspectives and validates the mediating role of eco‐innovation. It contributes to Corporate Social Responsibility and Environmental Management research by explaining how firms convert sustainability‐oriented knowledge, digital tools, leadership practices, and institutional pressures into innovation capabilities that generate triple‐bottom‐line performance. From a practical perspective, the findings guide managers in leveraging green knowledge, digital tools, and leadership culture, and inform policymakers about the role of incentives, regulations, and certifications in supporting sustainability transformation.
Organizations increasingly recognize that achieving sustainable organizational performance requires more than possessing strategic resources; it depends on their effective transformation into innovation capabilities. Drawing upon the Resource-Based View (RBV), Natural Resource-Based View (NRBV), and Dynamic Capability Theory (DCT), this study develops and tests an integrated framework examining the effects of Knowledge Management Capabilities (KMC) and Sustainable Intellectual Capital (SIC) on Sustainable Organizational Performance (SOP) through the mediating role of Sustainable Innovation (SI) and the moderating role of Organizational Resilience (OR). Data were collected from 267 managers across diverse organizations and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal that KMC and SIC do not exert significant direct effects on SOP; instead, both variables significantly enhance sustainable innovation, which subsequently improves sustainable organizational performance. The mediation analysis indicates that sustainable innovation fully mediates the relationships between KMC, SIC, and SOP. Furthermore, organizational resilience significantly strengthens the positive relationship between sustainable innovation and sustainable organizational performance, demonstrating that resilient organizations are better positioned to convert sustainability-oriented innovations into superior performance outcomes. By integrating RBV, NRBV, and DCT into a sequential capability-building framework, this study extends existing theory by demonstrating that sustainability-oriented organizational resources create value only when transformed into innovation capabilities under resilient organizational conditions. The findings also provide practical guidance for managers by emphasizing investments in knowledge management, sustainable intellectual capital, innovation capabilities, and organizational resilience as complementary drivers of long-term sustainable performance.
Jing Sun, Jie Zhang· Acta Psychologica· 0 citations
This study aims to ask how external pressures and a firm’s internal capabilities together relate to sustainable performance in supply chain and logistics firms. This study tests a model in which digital knowledge sharing, absorptive capacity and digital green innovation are the internal routes through which regulatory, normative and managerial pressures connect to environmental, social and economic outcomes.
This study tested the model with survey data from 295 supply chain and logistics professionals in the USA, the UK, South Africa and Australia. Participants were recruited through Prolific, an online crowdsourcing platform widely used in behavioral research. All constructs were measured with established multi-item scales on a five-point Likert format, and this study analyzed the data using partial least squares structural equation modeling in SmartPLS4.
Institutional pressure, top management support and IT infrastructure flexibility are each positively related to knowledge sharing, green innovation and absorptive capacity. Green innovation and absorptive capacity, in turn, show strong positive associations with sustainable performance. Knowledge sharing on its own, however, is not related to sustainable performance.
This study adds to the literature on sustainability transitions by showing how external pressures and a firm’s own socio-technical capabilities are jointly related to sustainable performance.
Jingyuan Zhang, Rudresh Pandey, Tian Tian et al.· Journal of Knowledge Managem...· 0 citations
This study examines how firms convert dynamic capabilities into green innovation (GI) by developing green core competence (GCC). Drawing on resource-based theory and dynamic capability theory and incorporating core competence logic, the study investigates the direct effects of absorptive capacity (AC) and technological capability (TC) on GI, the mediating role of GCC, and the moderating role of green organizational culture (GOC) in the capability-to-competence process. Survey data were collected from 324 managers in China’s electronic information manufacturing industry, a technology-intensive sector facing pressures for technological upgrading and environmental improvement. Partial least squares structural equation modeling was used to test the proposed mediation and moderation model. The results show that AC and TC both positively affect GI and GCC, while TC has stronger effects. GCC positively affects GI and partially mediates the relationships between AC and GI and between TC and GI. GOC further strengthens the positive effects of AC and TC on GCC. These findings suggest that GI depends not only on the possession of dynamic capabilities but also on their conversion into a green-specific competence base. The study offers a contextualized explanation of how technology-intensive manufacturing firms organize internal capabilities to support sustainable manufacturing practices.
This study investigates the impact of Industry 4.0 technologies on sustainable performance within the Chinese industrial context. Specifically, it examines the mediating roles of adaptive capabilities, organizational innovativeness, and organizational resilience, alongside the moderating role of managerial cognition, within an integrated conceptual framework grounded in the resource‐based view (RBV) and dynamic capability theory (DCT). A quantitative cross‐sectional survey design was employed, collecting data from 356 managers and executives across Chinese manufacturing and technology‐intensive firms. Structured questionnaires utilizing validated scales from prior literature were administered, achieving a response rate of 29.7%. Data were analysed using partial least squares structural equation modelling (PLS‐SEM) via ADANCO 2.3. All seven hypothesized relationships were empirically supported. Industry 4.0 technologies positively influenced adaptive capabilities and organizational innovativeness, both of which strengthened organizational resilience, which subsequently enhanced sustainable performance. Two serial mediation pathways were confirmed, and managerial cognition significantly moderated the technology‐capability relationships. This study makes an original contribution by integrating serial mediation and moderation within a unified Industry 4.0 resilience framework, specifically contextualized within Chinese industrial firms. The findings offer actionable guidance for managers and policymakers seeking to leverage digital technologies to build organizational resilience and achieve long‐term sustainable performance.
The growing importance of Environmental, Social, and Governance (ESG) performance has become a critical focus for companies striving for sustainability and competitive advantage, particularly in the high-tech manufacturing sector. This study investigates how coopetition capabilities and market orientation shape ESG performance, emphasizing the mediating roles of innovation capabilities, digital infrastructure, and data analytics capabilities (DAC). The research focuses on Chinese SMEs within the high-tech manufacturing industry. The findings reveal that coopetition capabilities positively influence digital infrastructure and innovation capabilities but do not significantly impact DAC. Similarly, market orientation enhances digital infrastructure and innovation capabilities but does not impact DAC. Moreover, digital infrastructure and innovation capabilities contribute significantly to ESG performance, whereas DAC remains decoupled from sustainable outcomes. The interplay between coopetition, market orientation, and ESG outcomes is mediated exclusively through digital infrastructure and innovation capabilities. In this framework, firm size and age emerge as important contextual factors that positively impact ESG performance. This study contributes to the ESG literature by integrating the concepts of coopetition and market orientation, showcasing their pivotal roles in cultivating strategic and technological capabilities geared toward sustainable value creation. The insights underscore that high-tech SMEs can leverage coopetition and market alignment strategies to strengthen innovation and infrastructure, enabling improved ESG performance and supporting long-term sustainable growth.
Wei Lu, Nawal abdalla adam, Aftab Anwer et al.· The Journal of Environment &...· 0 citations
This study investigates the influence of digital leadership, digital dexterity, and digital culture on green innovation and circular manufacturing, while examining the moderating role of government regulatory intervention within an integrated Resource‐Based View theoretical framework. A quantitative cross‐sectional survey methodology was employed, collecting primary data from 372 manufacturing firm employees across China with a response rate of 32%. Hypothesized relationships were tested using partial least squares structural equation modeling (PLS‐SEM) via SmartPLS 4.0, with all measurement scales adapted from validated prior research works. Empirical results confirmed all seven hypotheses, establishing that digital leadership, digital dexterity, and digital culture each exert significant positive effects on green innovation, which in turn positively influences circular manufacturing adoption. Government regulatory intervention significantly moderated and strengthened the relationships between all three digital capability dimensions and green innovation, confirming its role as a critical institutional amplifier. This study makes an original theoretical contribution by integrating digital organizational capabilities, green innovation, and circular manufacturing within a unified RBV framework, while introducing regulatory intervention as a boundary condition. Practically, findings advocate for firm‐level investments in digital capabilities and progressive regulatory policy strengthening as complementary mechanisms for accelerating sustainable industrial transitions.
M. Song, Yihan Ke, Xinke Du· Corporate Social Responsibil...· 0 citations
