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While there is a growing pool of literature on the drivers of adoption of green supply chain management (GSCM) practices, the literature has not properly explored the role of green capabilities as drivers of GSCM adoption. This study aims to examine four green capabilities (green supplier development, green marketing, green manufacturing and packaging and environmental participation) as the drivers of GSCM adoption.

The study develops and empirically tests a research model which explores the effect of green capabilities on GSCM adoption. A survey of 200 manufacturing and extractive firms operating in Ghana was conducted, with 94 usable responses obtained. The research model was analyzed by using partial least squares structural equation modeling.

The results revealed that green supplier development capabilities and environmental participation capabilities had positive and significant effects on GSCM adoption. Green marketing capabilities had a positive but weak effect on GSCM adoption. Green manufacturing and packaging capabilities, however, did not significantly impact GSCM adoption.

To the best of the researchers’ knowledge, this is the first study that empirically examines green capabilities as drivers of GSCM adoption.

Intelligent manufacturing has attracted extensive attention from national strategy, academic research and enterprises' practices. The purpose of this study is to investigate the influence of intelligent manufacturing on performance in manufacturing firms. Moreover, how intelligent manufacturing technology affects enterprise performance, this study provided a practice that can be replicated by other businesses.

This study uses text mining to collect the intelligence level of Chinese listed companies. It uses quantitative analysis to test the proposed model based on samples of 2,091 manufacturers.

Intelligent manufacturing has positive effect on short-term performance and long-term performance. Intelligent manufacturing can empower firms with ambidextrous capabilities, including exploit capability and explore capability. Exploit capability has positive effects on short-term performance and long-term performance. Explore capability has negative effects on short-term performance, but has positive effects on long-term performance.

On the theoretical side, it enriches the research framework between intelligent manufacturing and enterprise performance. This study explains the preconditions and results of ambidextrous capabilities. Moreover, based on the practice-based view (PBV), this study proposes that technologies can be used as strategies, filling a gap in the existing research on strategic management. On the practical side, how to quantify the intelligent manufacturing level of enterprises provides a certain reference. Also, this study provides an easy to imitate practice that can serve as a model for under-performing enterprises.

The paper aims to explore how dynamic capabilities of sensing, seizing and reconfiguring shape the way in which service business is developed in a broad range of capital goods industries.

The paper takes an interpretative multiple‐case study approach. It seeks to develop primary organizing themes around the key dynamic capabilities and support them with research propositions.

The findings suggest that companies either exploit or explore the opportunities when it comes to service business development. Moreover, dynamic capabilities differ between the two approaches and predict which way a company chooses.

Research limitations are mainly due to the nature of qualitative research. The dynamic capabilities identified here are by no means exhaustive; rather, they indicate directions for future research.

The research findings provide guidance to managers as to how the strategic shift towards services is influenced by dynamic capabilities.

Despite difficulties associated with service business development, the literature remains relatively silent on dynamic capabilities. However, dynamic capabilities are essential to the strategic shift towards service business.

This article investigates how micro-foundations of sustainability can build supply chain resilience (SCRes). Specifically, by defining supply chains as social-ecological systems, this article explores how sustainability as a supplier capability leads to the transformative development of SCRes capabilities.

Longitudinal multi-case studies were developed over the first year of the COVID-19 outbreak. A total of 52 interviews were conducted with managers and employees of 12 global supplier firms as well as associated local cooperative and consultancy managers. Secondary data were also used for triangulation. An inductive approach was used for data analysis to elaborate theory through a metaphor.

Nine micro-foundations of sustainability were identified and categorised using the dynamic capabilities steps: sensing, seizing and reconfiguring. They were found to move together with the preparing, responding and transforming steps of SCRes, respectively, and thus to perform as dance partners using our dance performance metaphor. Moreover, ten supplier cases were found to be adopting a transformative social-ecological perspective as they performed all key stages of our dance performance metaphor. The transformations all resulted from either institutional or social sustainability, and the associated micro-foundations generated six main SCRes capabilities, most commonly linking visibility and organisation with institutional and social sustainability respectively.

A deeper understanding of sustainability micro-foundations is provided for supply chain managers to enhance the development of SCRes strategies in preparation for future sustainability-related crises.

Unlike previous research, this article explores an intertwined understanding of SCRes and sustainability during a crisis. Through the micro-foundations of sustainability we explain how sustainability capability builds transformative SCRes using a supplier perspective.

Influenced by factors such as fluctuations in market supply and demand and the rapid development of new technologies, manufacturing companies are facing greater challenges to transform and upgrade. The existing relevant studies about sustainable innovation capabilities mostly focus on classification of innovation or from a static resource-based view and less on quantitative measurement from a dynamic perspective and inter-organizational relationships. This paper takes a dynamic capabilities and social capital theory, explore the concept and dimensions of sustainable innovation capabilities and then makes development of a new scale.

This paper uses a combination of qualitative and quantitative research methodologies to develop a measure of sustainable innovation capabilities in two studies. Grounded theory methodology is used to explore the concept definition and dimensions of sustainable innovation capabilities. Exploratory factor analysis and confirmatory factor analysis are conducted to refine and validate the factor structure, and then the authors developed the sustainable innovation capabilities scale.

The results show that sustainable innovation capabilities composed of ideation capabilities, opportunity capture capabilities, agile learning, creative inheritance and networking capabilities. The sustainable innovation capabilities that firms should possess are reflected at the firm level and inter-organizational relationship level, and the culture-specific dimension of creative inheritance reflects the influence of national and organizational culture.

The research reveals the internal driving force of the manufacturer's sustainable innovation capabilities, as well as the role and uniqueness embodied in the specific culture, providing a new perspective for improving the manufacturer's sustainable innovation capabilities.

This paper aims to conceptualise the interplay of strategic design and market-shaping capabilities.

Drawing on the emergent scholarly discourses related to strategic design and dynamic markets, this paper merges a contemporary view of markets and market-shaping capabilities with a conceptual exploration of strategic design.

This paper proposes that the strategic design process can shape markets through orchestrating and leveraging market-shaping capabilities. Specifically, it highlights how these capabilities trigger and facilitate purposeful intent; situated and systemic understanding; and collective collaboration.

Furthering the notion of strategic design, this paper contributes to clarifying how to interpret and use design as a strategic practice in business management.

This paper identifies strategic design as an innovative approach for creating future value-creating systems or markets, and as such, it develops a process framework for market-shaping capabilities, addressing the “how” of market shaping.

Firms innovate and sophisticate their offerings to remain competitive. This sophistication often finds opportunities in servitization. Given that many customers expect the service offering from manufacturing companies, it is crucial to research what capabilities drive service offerings and their impact on performance. The purpose of this paper is to test the capabilities–service–performance chain.

A conceptual model is proposed and the research hypothesis is tested using structural equation modelling (SEM) performed on a data set corresponding to 205 Spanish and Croatian manufacturing firms.

Using SEM, this research analyses the causal model between manufacturing, organizational and digital capabilities on base, intermediate and advanced services, and their impact on both service and financial performance.

This study has some limitations: the advanced service construct was mostly developed on case-based research. Some constructs have low convergent validity and reliability. The relative smallness of the data set used and its two-country provenance could raise issues about the international nature and generalizability of the findings.

Digital capabilities are important for the provision of all three groups of services in terms of using digital devices in data acquisition, helping to make the manufacturing company more agile.

The present study also contributes to the conceptual framework of servitization by providing a new and more up-to-date definition of capabilities and services, also considering digital capabilities, which are less explored. It also contributes to being the first to explore the entire manufacturing sector [nomenclature statistique des activités and économiques dans la Communauté éuropéenne (NACE) 10–31].

This paper aims to explore how digital capability incompatibility affects knowledge cooperation performance through the mediating effect of digital resilient agility and the moderating effect of project complexity in project network organizations (PNOs).

A cross-sectional questionnaire survey was conducted with 207 middle and senior managers in PNOs. Based on validated questionnaire items and construct definitions, a dynamic panel regression was performed using 292 project-focused firms’ annual reports.

The results show that digital capability incompatibility facilitates knowledge cooperation performance by enhancing digital resilient agility in PNOs. Increased project complexity strengthens this relationship, promoting better knowledge cooperation performance.

Managers can use partner firms’ diverse digital knowledge to quickly develop technologies and tackle digital transformation challenges, thereby improving knowledge cooperation. They can also evaluate the project environment to manage digitally-supported cooperation effectively.

This research reveals how firms in PNOs transform digital capability incompatibility into knowledge cooperation performance through digital transformation efforts. This research extends the boundary of this relationship to project-level factors and proposes digital resilient agility as a digital transformation effort for knowledge cooperation in PNOs than previous research.

Despite IoT’s huge potential, enterprises’ ability to leverage it is their competitive advantage. Thus, competitive differentiation is primarily predicated on leveraging IoT toward customer needs. To examine the research gap, this study aims to explore the drivers of customer satisfaction and how they are affected by the interaction between IoT capabilities.

A mixed-method research framework is applied to assess the impact of IoT capabilities on customer satisfaction. Based on the theoretical underpinning of the resource-based view and dynamic capability, the study highlights the importance of IoT capabilities in active resource allocation and effective resource utilization. First, DEMATEL is used capture the interrelationship between IoT capabilities. Further, the impact of each IoT capabilities on customer satisfaction is studied using CoCoSo method.

The study highlights the importance of IoT capabilities in active resource allocation and effective resource utilization. The findings are enriched through the complementarity of resources in a dynamic business-to-business-to-customer (B2B2C) scenario. The authors expand the IoT capabilities from conventional business-to-business (B2B) or business-to-customer (B2C) scenario to tri-nodal B2B2C relationship triangle.

Based on the findings, the authors offer a business transformation strategy for firms in key areas of customer satisfaction by leveraging IoT. The study can help management prioritize and develop key IoT capabilities to meaningfully increase customer satisfaction metrics.

Building on the dynamic capabilities and resource-based view of the firm, an integrated decision-making research model is proposed. In addition, this study investigates the product and service capabilities unlocked using IoT capabilities. This work can be considered one of the leading attempts to improve customer satisfaction using IoT capabilities from traditional dyadic (B2B or B2C) structure to triadic (B2B2C) framework.

Both the military and non-military organizations (NMO) bring assets, skills, and capabilities to a humanitarian crisis, however, their capabilities and competencies are very diverse. Identification of the specific competencies and capabilities that are core to these types of organizations can enable better planning by both military and NMOs, allowing them to achieve greater effectiveness and efficiency in the humanitarian response. The purpose of this paper is to explore the core capabilities of the military and NMOs engaged in humanitarian operations.

The work builds on existing literature on the core competency of the corporation. The authors extend the concept of the ability to identify, cultivate, and exploit the core capabilities in the private sector to the organizations that want to respond efficiently and effectively to disasters. The authors develop a core competencies test for such organizations.

The research identifies the competencies and capabilities that are core to the US military and NMOs for humanitarian assistance and disaster relief. By identifying such abilities the authors establish a vein of research for exploring the role of such organizations to facilitate greater understanding among academics, policy makers, and decision makers in public administration, public health, and international aid.

Existing literature in humanitarian logistics does not adequately address identification of those competencies and capabilities that are core to the military organizations and NMOs and are most needed during the operational life cycle of a humanitarian crisis. In addition to identifying them, the authors compare the core capabilities of the military and NMO.