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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 use panel data constructed from the responses of repeatedly surveyed top managers at 261 companies regarding their firm's market orientation, along with objective performance measures, to investigate the influence of market orientation on performance for a nine-year period from 1997 to 2005. The authors measure market orientation in 1997, 2001, and 2005 and estimate it in the interval between these measurement periods. The analyses indicate that market orientation has a positive effect on business performance in both the short and the long run. However, the sustained advantage in business performance from having a market orientation is greater for the firms that are early to develop a market orientation. These firms also gain more in sales and profit than firms that are late in developing a market orientation. Firms that adopt a market orientation may also realize additional benefit in the form of a lift in sales and profit due to a carryover effect. Market orientation should have a more pronounced effect on a firm's profit than sales because a market orientation focuses efforts on customer retention rather than on acquisition. Environmental turbulence and competitive intensity moderate the main effect of market orientation on business performance, but the moderating effects are greater in the 1990s than in the 2000s. [PUBLICATION ABSTRACT]

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.

Purpose - The purpose of this paper is to attempt to develop a measure of competitive advantage by identifying a stipulative definition, composing an operational definition and constructing a measurement variable. Design/methodology/approach - The paper undertakes critical literature review, cognitive interviews as well as a pilot and full study, which were carried out by applying a cross-sectional, self-administered e-mail survey with questionnaire in a fillable text-processing file, in order to develop a valid and reliable measure of competitive advantage. Findings - The results have led to the identification of a conceptually robust stipulative definition, the composition of a comprehensive operational definition and the construction of a qualified variable, making the development of a valid and reliable measure of competitive advantage possible. Research limitations/implications - The newly developed measure of competitive advantage, exempt from past conceptual problems, could be used for valid measurements in future empirical studies in the field of strategic management. At the same time, authors encourage future tests of the newly developed measure's reliability and validity. Practical implications - The provision of a conceptually clear stipulating definition and a comprehensive operational definition for competitive advantage could increase practicing managers' awareness relating to the conceptual nature as well as the latent expressions of competitive advantage. Originality/value - The findings contribute to the evolution of the strategic management field by providing a valid and reliable measure of competitive advantage that is applicable under any leading theoretical perspective in strategic management and it could better serve the needs of both empirical research and management practice.

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.

Purpose This paper aims to verify the effect of organizational learning (OL) and two specific aspects of innovation, innovation speed and innovation quality, on competitive advantage. Design/methodology/approach Structural equation modeling has been applied to test the degree of influence of OL and innovation on two types of competitive advantage (differentiation and low-cost advantage) using data collected from 279 Chinese firms. Findings The findings show that innovation speed and quality play mediating roles in the relationship between OL and competitive advantage. In general, while innovation speed has greater effects on low-cost competitive advantage, OL and innovation quality have greater effects on differentiation competitive advantage. Research limitations/implications This paper offers directors/managers a deeper understanding of the factors necessary to promote competitive advantage in their firms. Practical implications This paper offers CEOs/managers a deeper understanding of the necessary factors needed to promote competitive advantage in their firms. Originality/value This paper provides practical and theoretical initiatives on innovation and competitive advantage that can be used to promote specific aspects of innovation and build up competitive advantage for relevant organizations.

Purpose The purpose of this paper is to empirically test the relations among different knowledge management (KM) factors, such as human capital (HC), processes and information systems (IS) on organizational sustainable competitive advantage (CA), within the SMEs context. Design/methodology/approach Structured questionnaires were distributed to CEOs and managers of Portuguese organizations through an electronic survey. Partial least squares software was utilized to analyze the data. Findings The measurement model results identify and validate the dimensions of HC, processes and IS representing the KM construct. The structural model results demonstrate that HC and processes have a direct and significant impact on organizational CA, on the customer and financial dimensions, respectively. IS indirectly and significantly influence organizational CA, mediated by HC and processes. Research limitations/implications The sample size includes mostly service business and SMEs. Other organizations sectors, such as industry, should be analyzed in order to develop a comparative cross-sectorial study. Practical implications This study establishes suggestions for managers to make legitimate decisions concerning investments on knowledge assets and organizational capabilities that can foster business growth and sustainable CA within a SMEs context. Originality/value The authors propose a mediation mechanism showing that the relationship between IS and sustainable CA is not direct, but it is mediated by HC and processes. This mechanism points out some critical issues for the strategic knowledge and intellectual capital assets, as a source of organizational CA.

The main goal of this work is to provide insights on the combined influence of social media and innovation on industrial entrepreneurship in Mexico. To do this, we study the meaning of social networks and innovation in products and processes and their joint impact on industrial entrepreneurship by developing a structural equation model (sem) that shows the relationships between these three variables, using a hypothesis-based approach that demonstrates their close relationship in the creation of social value. The indices of goodness and fit were used to evaluate the sem, showing satisfactory results. One of the key findings of this study is the use of social networks, such as Facebook, WhatsApp, Instagram, and Twitter, among others, as digital marketing tools that allow increasing market share and achieving return on investment by diversifying products and services and signaling new business opportunities.

Purpose This 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/approach The 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. Findings There 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/value This 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.