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Despite the rising interest in eco-innovation, few studies have examined how open innovation (OI) actually increases eco-innovation performance. Drawing on capabilities theory, this study aims to investigate how two specific organizational capabilities (alliance management capability and absorptive capacity) individually complement OI strategies (inbound and outbound) to increase eco-innovation performance, while taking into consideration high and low levels of environmental uncertainty.

To test the hypotheses, the authors used a primary survey and secondary proxy data sources from 232 Taiwan-based manufacturing firms. The authors collected survey data for measuring OI strategies, followed by secondary proxy data for measuring alliance management capability, absorptive capacity, environmental uncertainty and eco-innovation performance.

The results indicate that in highly dynamic environments, alliance management capability complements inbound/outbound strategies to increase eco-innovation performance. However, absorptive capacity complements only inbound strategies, not outbound strategies.

These findings have important implications for managers attempting to increase eco-innovation performance by using OI in dynamic environments.

The findings provide new evidence that configurations of OI alone are not enough for increasing eco-innovation performance. Instead, firms’ eco-innovation benefits more when OI are complemented by alliance management capability.

This study makes an original contribution to the eco-innovation literature by demonstrating how organizational capabilities complement OI to increase eco-innovation performance in dynamic environments.

The purpose of this paper is to contribute to the existing knowledge about the relationships between information technology (IT), lean manufacturing (LM), organizational environmental issues and business performance.

A questionnaire-based survey was conducted to collect data from 122 elite manufacturers, and the hypothesized relationships were tested using partial least squares structural equation modeling.

IT competence in LM acts as a lower-order organizational capability, and its business value should be recognized through the intermediate roles of LM effectiveness and environmental management capability. Findings recommend that the net benefits of LM are mainly materialized through waste and pollution reduction and simplified implementation of proactive environmental practices.

Among other limitations, relying on a rather small sample size and cross-sectional data of this research, and lack of generalizability of findings, tends to have certain limitations. An interesting direction for future research would be to extend this research by assessing interaction of other types of IT resources with LM and organizational environmental issues.

Both LM and proactive environmental management are information-intensive. Investment in both technological and human aspects of IT resource aimed at increasing the effectiveness of LM activities and proactive environmental practices is imperative for contemporary manufacturers.

This study introduces the IT capability of IT competence in LM and two organizational capabilities of LM effectiveness and environmental management capability. By doing so, the study highlights the significant role of organizational environmental issues in devising firms’ IT and advanced manufacturing technology investment strategies in LM context.

The purpose of this paper is to test links from hotel general managers’ (GMs’) environmental commitment to hotel companies’ environmental management capabilities and then to hotel companies’ involvement in environmental practices. The secondary goal of this study is to identify the common, critical environmental management capabilities in the lodging business context.

In total, 172 GMs, working for hotels affiliated with two state lodging associations located in the northwest region of the USA, participated in this study. GMs’ responses were gathered via an online survey. The structural equation modeling was used to test the proposed model.

The results show that GMs’ environmental commitment affects their firms’ involvement in environmental practices both directly (GMs’ commitment and firms’ involvement) and indirectly via firms’ environmental management capabilities (GMs’ commitment, firms’ capabilities and firms’ involvement). The five common, critical hotel environmental management capabilities are identified: employee training, communicating environmental initiatives to guests, knowledge and skills to implement environmental practices, capital to invest in environmental management and support from employees.

The hotel industry-specific environmental management capabilities enhance hotel practitioners’ understanding of the critical components for the success of hotel environmental programs and assist GMs to effectively prepare and operate their hotels’ environmental initiatives.

This study demonstrates the essential role of individual actors, specifically hotel GMs, in firms’ environmental involvement, and advances our understanding of hotel environmental management in hospitality literature.

The purpose of this paper is to provide an initial analysis of the roles of functional capabilities in adopting environmental management practices (EMP) and improving environmental performance from an organizational capability perspective.

By combing survey data and archival data from 121 UK-based manufacturing firms, this study explores the relationships among functional capabilities (marketing and operations), EMP and environmental performance.

The results show that marketing and operations capabilities significantly affect EMP, which in turn leads to improved environmental performance. More specifically, this study finds that EMP fully mediates the relationship between marketing capability and environmental performance.

The results of this study provide guidance for managers considering how to develop environmental capability in order to improve environmental performance.

This study addresses a demonstrable gap in the existing literature that few empirical studies have explored the potential effects of functional capabilities on implementing EMP.

Green sustainability has become a critical challenge for businesses to execute green supply chain management (GSCM). Most of the literature on GSCM emphasizes regulations as drivers and few pieces of research are conducted from an internal organizational culture view. This study aims to use the cultural perspective of market orientation (MO) and draws on both the natural resource-based view (NRBV) and dynamic capability view (DCV) to explore the relationships among green market orientation (GMO), GSCM capability and organizational performance.

A total of 1,000 survey questionnaires were distributed to the Taiwanese electronics industry and 207 valid questionnaires were collected. Data was analyzed using structural equation modeling.

The results show that GMOs have a significant positive impact on GSCM capability, environmental performance and economic performance. Moreover, GSCM capability is positively related to environmental and economic performance. The results also show that GMOs have a significant indirect influence on environmental performance and economic performance through GSCM capability.

The findings of this study suggest how Taiwan’s electrical and electronic manufacturers, while faced with pressure from competitors, customers and regulations (i.e. waste electrical and electronic equipment directive, Restriction of Hazardous Substances Directive and energy-using products directives), should efficiently and effectively implement GMO and enhance GSCM capability to improve organizational performance.

This study fills up the gap between MO and performance indistinct relationships. It has also integrated two perspectives, namely, NRBV and DCV, to explain GSCM capability as a mediator between GMO and organizational performance relationship and to examine the relationships among GMO, GSCM capability and organizational performance.

Globalization increases concerns about national governments’ ability to regulate firms’ environmental conduct because firms can avoid complying with stringent environmental regulations by locating polluting operations in countries with low regulations. Business self-regulation is increasingly seen as a force that can counterbalance the decreasing power of governments in the global economy. Previous research identified external stakeholder pressures as an important determinant of business self-regulation. In this chapter we explore how firm capabilities affect the likelihood that firms self-regulate their environmental conduct by adopting ISO 14000 environmental standards. Our findings show that firm capabilities are indeed an important determinant of self-regulation in the global economy. We discuss implications of this finding for governments, other stakeholders, and business decision makers.

Knowledge management in any organization is important in enhancing the organization’s performance. This study aims to explore the influence of knowledge management capability on organizational performance with the mediation role of opportunity recognition and the moderation effect of environmental dynamism.

This study used an effective and well-developed survey to collect data from 387 managers working in different service organizations in the Kingdom of Saudi Arabia. Further, SmartPLS software was used for data analysis.

The outcomes confirm that knowledge management capability is directly and indirectly (via opportunity recognition) related to organizational performance. Environmental dynamism moderates the linkage between knowledge management capability and opportunity recognition, as well as between opportunity recognition and organizational performance.

This study provides a valuable and novel managerial and theoretical approach for management to improve firm performance with the help of knowledge management capabilities, opportunity recognition, and environmental dynamism. The findings of this paper can be implemented not only in the service sector but also in the production sector. Future studies can use this conceptual framework in different countries with the current data. Moreover, other analytical approaches can be used to check the variability of these findings.

This study contributes to connecting research gaps in the literature and advancing insights into how knowledge management capabilities affect organizational performance. The study explores the mediating role of opportunity recognition and environmental dynamics as moderators between knowledge management capability and opportunity recognition and between opportunity recognition and organizational performance.

This study aims to analyze the relationships between knowledge management and co-evolvement to green product and process design and green manufacturing and logistics. Besides, this study also analyses the direct and indirect effects of corporate environmental strategy, knowledge management and co-evolvement.

The data used in this study were collected by a survey of Indian manufacturing firms and analyzed by a variance-based structural equation modeling technique to test the hypotheses.

The results suggested that knowledge management and co-evolvement have significant positive relationships to green product and process design and green manufacturing and logistics. Likewise, corporate environmental strategy has positive effects on knowledge management and co-evolvement.

Manufacturing firms should invest and deploy corporate environmental strategies to develop knowledge management and co-evolvement capability that foster green product and process design and manufacturing and logistics.

This study investigates the role of knowledge management and co-evolvement to improve green product and process design and green manufacturing and logistics. The uniqueness of this study is that it investigates novel direct and indirect relationships between corporate environmental strategy and knowledge management and co-evolvement.

Building upon insights from institutional theory and resource-based view (RBV), the aim of this study is to investigate the direct effects of stakeholder pressures on organizational resources, organizational capabilities and green export business strategy and to explore the indirect impacts of organizational resources and capabilities on the link between stakeholder pressure and green business strategy from an emerging economy.

A quantitative study was conducted to test the conceptual model within this study. In total, 235 questionnaires were collected from Turkish exporting manufacturing companies and the data was analyzed through structural equation modeling.

The results of the study demonstrated that stakeholder pressures have strong and positive effects on organizational resources and organizational capabilities for firms from emerging markets. Also, organizational resources, capabilities and stakeholder pressures have significant impacts on green export business strategy, which in turn, influences positively export market and financial performance.

Several implications were presented in this study via examining the forces affecting companies' environmental strategies and how implementing these strategies result in favorable gains in their international operations for emerging country exporters.

The contribution of this study lies in the under-researched context, in discussing the mutually and contradictory roles played by stakeholders and in examining determinants of the adoption of green strategies by emerging-market exporters. In this sense, stakeholders make the life of the company tougher at home by demanding a greener posture; on the other hand, by doing so, they prompt the company to be competitive when selling to developed markets.

The purpose of this paper is to examine how the mediating effect of strategic management impacts the relationship between dynamic capabilities and firm performance concerning environmental munificence in 3rd party logistics (3PL) firms operating in Turkey.

Variance-based structural equation modeling algorithm and correlation analysis were applied to survey data obtained from (n = 482) a top manager from 3PL companies.

Results revealed that dynamic capabilities were a strong predictor for organizational performance, environmental munificence also emerges as a key predictor for dynamic capabilities and strategic management, and strategic management fully mediates the link between dynamic capabilities and organizational performance, suggesting that they function as substitutes in affecting performance outcomes.

This paper provides empirical evidence of the relationship between the dynamic capability adaptation, strategic management, environment and performance of 3PL firms. As a limitation, the results are based on survey research with a limited sample size.

Organizations should manage not only dynamism but also the scarcity of environmental resources found to be significant on both dynamic capabilities and strategic management. Additionally, in the logistics sector, managers should focus on the big picture while they empower and lead capable followers to transform this strategic view into operational-level changes.

Depending on the relationships between constructs, studying environmental munificence is a different topic than the dynamic environment concept in the effectiveness of dynamic capabilities of 3PL firms. As well as dynamic capabilities at the level of individual and strategic management relationship on organization performance are confirmed.