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PurposeThe purpose of this paper is to investigate the role of business analytics and environmental orientation toward green innovation and green competitive advantage. In addition, the study aims to explore the mediating role of green innovation in the impact of business analytics and environmental orientation on green competitive advantage.Design/methodology/approachBased upon the theoretical analysis of existing literature, several hypotheses have been developed. Data was gathered using a survey method. The survey was conducted using online portal, 388 valid responses have been processed using SPSS 23.0 and AMOS 23.0 for empirical analysis. Two steps were used, first reliability and validity have been measured. Following this, the authors employed structural equation modeling technique to test hypothetical relationships.FindingsThe results from the authors’ empirical analysis indicate that business analytics and environmental orientation have a pivotal role toward green innovation as well as green competitive advantage. If the results are seen comparatively, then it can be indicated that the role of business analytics is more powerful compared with the environmental orientation. Although environmental orientation is a key factor of green innovation, but its direct role toward green competitive advantage is not so strong. Similarly, to check the other mechanisms, the role of green innovation as a mediator was explored. Empirical findings have established the mediating role of green innovation in the influence of business analytics and environmental orientation on green competitive advantage. Thus, the results confirm a mechanism of green innovation in the impact of business analytics and environmental orientation on green competitive advantage.Practical implicationsThe study captures the attention of decision-makers and highlights that business leaders need to emphasize on business analytics while making managerial decisions related to green innovation and green competitive advantage.Originality/valueFor the first time, this study explored the role of business analytics and environmental orientation together toward green innovation and green competitive advantage. The study adds value to the existing literature and opens new avenues for scholarly research in the area of managerial decision-making.

The authors highlight the need for and develop a framework for engagement by reviewing the relevant literature and analyzing popularpress articles. They discuss the definitions of the focal constructs—customer engagement (CE) and employee engagement (EE)—in the engagement framework, capture these constructs' multidimensionality, and develop and refine items for measuring CE and EE. They validate the proposed framework with data from 120 companies over two time periods, and they develop strategies to help firms raise their levels of CE and EE to improve performance. They also observe that the influence of EE on CE is moderated by employee empowerment, type of firm (business-to-business [B2B] vs. business-to-consumer [B2C]), and nature of industry (manufacturing vs. service); in particular, this effect is stronger for B2B (vs. B2C) firms and service (vs. manufacturing) firms. The authors find that although both CE and EE positively influence firm performance, the effect of CE on firm performance is stronger. Furthermore, the effect of CE and EE on performance is enhanced for B2B (vs. B2C) and for service (vs. manufacturing) firms.

PurposeThis study aimed to examine and explain the role of knowledge sharing in shaping innovation culture to improve business performance and build sustainable competitive advantage. Most empirical research tended to be conducted in large companies, and there are limited studies on this topic in the SME sector. Thus, the study needs to re-examine whether the theories developed to understand large companies apply to SMEs.Design/methodology/approachThis quantitative study involved 259 respondents from a 59 sampling frame consisting of three levels of management of export SMEs in the Bali province of Indonesia. The questionnaire used to gather the data used a semantic differential scale, and the data were analyzed using SmartPLS software.FindingsThe results showed that knowledge sharing significantly influenced innovation culture, business performance and sustainable competitive advantage. Theoretically, this research provides insight into the body of knowledge in innovation culture and business performance as a mediator variable.Research limitations/implicationsCross-sectional design limits the authors from drawing definitive generalizations, and self-reported measures used in the study increase the chances of bias.Practical implicationsThe study's findings could motivate managers and practitioners to place emphasis on knowledge sharing and innovation culture in the SME sector.Originality/valueThe role of knowledge sharing has been focused on large companies in several countries. However, research examining the role of knowledge sharing in building an innovation culture is still rare in the SME sector, particularly in Indonesian SMEs. Therefore, research on this topic is needed because Indonesia has not only a different culture but also different business practices.

The higher education sector faces considerable competition around the world. Accordingly, universities need to make more efforts to increase their competitive advantages. This study aimed to empirically investigate the effect of organizational innovation (OI), knowledge management (KM), and strategic human resource management (SHRM), with a dependent variable of sustainable competitive advantages (SCAs), at Jordanian Universities. For this aim, a specially designed questionnaire has been distributed to study a convenience sample of 400 academic and administrative staff at Jordanian private and public universities, to obtain the required quantitative data. The study’s hypotheses were verified by Baron and Kenny’s mediation regression approach using the software Statistical Package for the Social Sciences (SPSS). The results of the study demonstrate that there is a significant positive relationship between the following pairs of variables: KM and SCA; SHRM and SCA; SHRM and OI; KM and OI; and OI and SCA, whereas OI was found to have a partial and indirect significant mediation impact on the direct relationship between KM and SHRM and universities (organizations) gaining SCAs. Finally, it was concluded that more attention needs to be paid to the OI aspect in organizations and to integrate it with KM and SHRM in a way that promotes SCAs. In addition, we propose that similar studies should be conducted in industries other than education or the education sector in different countries in a way that obtains generalized and representative results.

This study aims to investigate the relationship among green knowledge sharing, green dynamic capabilities, green service innovation, and green competitive advantage. The data were analyzed using descriptive statistics and CFA. The results are as follows: First, the author found that latent variables have good reliability, as well as discriminant and convergent validity. Global model analysis of green knowledge sharing yields acceptable results. Second, according to structural equation modeling analysis, the overall fit measures of the green knowledge sharing model scale passes the threshold standard (χ 2  = 810.66, p  < .05, GFI = 0.83, RMSEA = 0.094, NFI = 0.87, CFI = 0.90, SRMR = 0.051, NNFI = 0.88, PNFI = 0.76, CN = 101.95, χ 2 /df = 4.43). Third, the author discovered that green knowledge sharing improves green dynamic capacities, green service innovation, and green competitive advantage. Green dynamic capabilities positively affect green service innovation and green competitive advantage. Furthermore, it was found that green dynamic capacities and green service innovation mediate the positive relationship between green knowledge sharing and green competitive advantage. The results demonstrate that green dynamic capabilities and green service innovation mediates the positive relationships between green knowledge sharing and green competitive advantage. In addition, this study indicates that green service innovation partially mediates the positive relationships between green competitive advantage and its antecedent—green dynamic advantage.

Our study focuses on the internal process through which market orientation influences performance in export markets, and develops a model of market orientation–marketing capabilities–competitive advantages–performance relationships. Using survey data of 491 export ventures based in China, we find that marketing capabilities mediate the market orientation–performance relationship, while competitive advantages partially mediate the marketing capabilities–performance relationship. Moreover, coordination mechanism strengthens, and cost leadership strategy weakens, the effects of market orientation on new product development and marketing communication capabilities, respectively. Market turbulence attenuates the effect of market orientation on new product development capability while competitive intensity strengthens this effect.

This study explores the influence of digital leadership (DL) on sustainable competitive advantage (SCA) in tourism and hospitality businesses, focusing on green absorptive capability (GAC) and eco-innovation (EI) as mediators. This study focused on middle-line management in travel agencies and hotels in Saudi Arabia. A total of 323 valid responses were collected and analyzed using WarpPLS 7.0, a PLS-SEM analysis tool. DL positively affected SCA, GAC, and EI. In addition, SCA was positively impacted by GAC and EI. Furthermore, this study found that GAC and EI significantly mediated the DL→SCA relationship. This study enhances the Dynamic Capabilities Theory, offering valuable insights for tourism and hospitality managers to utilize digital strategies and environmental initiatives for eco-conscious market competitiveness.

PurposeThis paper aims to examine the role of the inter-organizational learning contributing in transforming the green entrepreneurial orientation and market orientation to the improvement of sustainable competitive advantages.Design/methodology/approachThe structural equation model was established to explain the complex relationship between green entrepreneurial orientation, market orientation and sustainable competitive advantage. To test the hypothesis, this study used partial least square with data from a survey of 280 firms.FindingsThere is a strong tendency that the inter-organizational learning plays a pivotal role as an intervening variable that operates by receiving the input from green entrepreneurial orientation and market orientation, which plays as the exogenous construct. Hence, the greater inter-organizational learning leads the firms to achieve the greater sustainable competitive advantage.Originality/valueThis study extends the discussion on how organization should contribute to the well-being of the economic, social and environmental system by investigating the role of inter-organizational learning in achieving the sustainable competitive advantage.

This study investigates the impact of digital capabilities on sustainable competitive advantages among manufacturing small and medium-sized enterprises (SMEs) in Vietnam, an emerging market, through the lens of the dynamic capabilities view. The research examines the mediating role of digital absorptive capacity and the active role of digital leadership in this relationship. The research used both qualitative and quantitative research, in which a two-stage quantitative approach was employed, using partial least squares-structural equation modeling (PLS-SEM) and artificial neural network (ANN) on data collected from 314 firms. The results reveal a positive correlation between digital capabilities and sustainable competitive advantages, with digital absorptive capacity acting as a positive mediator. The study also found positive relationships between digital capabilities and digital absorptive capacity, as well as between digital absorptive capacity and sustainable competitive advantages. Digital leadership was identified as an active factor positively affecting digital capabilities, digital absorptive capacity, and sustainable competitive advantages, with digital capabilities playing a positive mediating role in these relationships. By exploring the roles of digital absorptive capacity and digital leadership, this study offers novel contributions to understanding a firm’s digital capabilities and sustainable competitive advantages. The findings provide practical implications for managers of emerging market manufacturing SMEs, such as those in Vietnam, who aim to enhance sustainable competitive advantages by leveraging digital capabilities. Plain language summary Digital Skills Help Small Businesses Succeed in the Long Run Our research explored how digital skills help small and medium-sized manufacturing businesses in Vietnam gain lasting advantages over competitors. We wanted to understand what makes these businesses successful in today’s digital world. We studied 314 Vietnamese manufacturing companies to see how their digital capabilities (technology skills and resources) affected their long-term success. We found that businesses with stronger digital skills were more likely to develop sustainable competitive advantages. A company’s ability to recognize, understand, and use digital information—what we call “digital absorptive capacity”— plays a crucial role. Companies that can better absorb and apply digital knowledge gain stronger competitive edges. Leadership matters significantly. Business leaders who understand and champion digital transformation positively influence their company’s digital capabilities, how well the company absorbs digital knowledge, and its overall competitive position. For business owners and managers in emerging markets like Vietnam, our findings suggest that investing in digital skills and promoting digital-focused leadership can help create lasting business advantages. Companies should focus on building their capacity to understand and apply digital information while ensuring leadership actively supports digital initiatives. These insights are particularly valuable for small and medium-sized manufacturers looking to thrive in increasingly competitive markets through digital transformation.

PurposeThe current study examines the impact of big data analytics capabilities (BDAC) on supply chain performances of the manufacturing firms. Based on the underpinning of resource-based view (RBV) theory, the current study will highlight the significance of BDAC on green dynamic capabilities (GDC), supply chain agility (SCA) and green competitive advantage (GCA). Furthermore, the study examines the moderating effect of supply chain innovativeness (SCI) on the relationship between GCA and firm performance (FP).Design/methodology/approachOnline survey method was employed for the data collection from the 331 managers employed in Pakistan Stock Exchange (PSX)-listed manufacturing firms. The hypothesized model was tested using partial least squares structural equation modeling (PLS-SEM) technique.FindingsThe study results indicate that BDAC has a positive influence on both GDC and SCA, leading to enhanced GCA. Furthermore, the results demonstrate that GCA significantly and positively impacts FP, and the relationship between them is positively moderated by SCI.Originality/valueThis study developed a novel theoretical perspective based on RBV theory and provided empirical evidence that manufacturing firms' performances are significantly influenced by BDAC, GDC and SCA. The study results provide valuable practical implications top management regarding the effectiveness of BDAC and SCA in the supply chain. The findings further highlight the significance of SCI strengthening relationship between GCA and FP.