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This paper aims to derive a model that explores how the interplay between knowledge integration capability and innovation impacts strategic orientation, leading to the attainment of sustainable competitive advantage. The study considers the constituents of strategic orientation, namely, customer orientation, competitor orientation and technology orientation, as the basis for achieving sustainable competitive advantage. The study suggests that the firm’s capacity for integrating external and internal knowledge shapes how strategic orientation influences sustainable competitive advantage through service innovation.

This empirical research relies on qualitative and quantitative data gathered from telecom professionals to assess how knowledge integration and service innovation influence sustained competitive advantage. Structured equation modeling is used to examine the model and its interrelationships.

The research establishes significant relationships between strategic orientations, knowledge integration capability, service innovation and sustainable competitive advantage. Knowledge integration capability and service innovation are found to mediate the relationship between strategic orientations and the achievement of sustainable competitive advantage.

The study highlights the significant contribution of a firm’s knowledge integration capability in driving service innovation, especially in technology-intensive service industries facing hypercompetition. It also advocates prioritizing technology orientation and integrating knowledge from internal and external sources for competitive advantage.

To the best of the authors’ knowledge, this study is the first to model the effect of knowledge integration capability and service innovation on strategic orientation-led sustainable competitive advantage.

The post-pandemic emerging market is competitive and green, which has contributed to the growing pressure on firms to adopt into their business models green strategies with competitive outcomes. Therefore, this paper aims to draw from the natural resource-based view (NRBV) theory to examine how green intellectual capital (IC) can influence green competitive advantage of manufacturing firms in Ghana, by elucidating the mediating role of eco-innovation speed and quality in the relationship.

Cross-sectional survey data were obtained from 212 manufacturing firms in Ghana, using purposive sampling techniques. Exploratory and confirmatory factor analyses were conducted to determine the factor structure of the measurement models. Structural equation modelling technique was used to analyse the hypothesized relationships.

The study found that green IC has a positively significant effect on green competitive advantage of manufacturing firms. However, while eco-innovation speed positively mediates the relationship, eco-innovation quality plays a negative mediating role in the effect of green IC on green competitive advantage of manufacturing firms in Ghana.

The framework of this study provides to managers of manufacturing firms, a superior green strategy that is unique, valuable and non-substitutable with the capable to provide green competitive edge to firms in a turbulent sustainability-driven market.

Through the lens of the NRBV theory, this study provided a firstly knowledge on the crucial role of eco-innovation speed and quality in driving firms’ green competitive advantage within a post-covid emerging market.

Despite the widespread recognition of the significance of entrepreneurial innovations in driving financial success and building firms' competitive advantage, there is a lack of empirical investigation into their impact on organizations. This research paper aims to address this gap by exploring how entrepreneurial innovations can contribute to firms' competitive advantage and the mediating role of entrepreneurial thinking in this relationship. To answer these research questions, this paper utilizes the resource-based view (RBV) of the firm and the dynamic capabilities view (DCV).

The study employed a quantitative research design, and survey data were collected from 102 chief executive officers (CEOs) of Jordanian manufacturing companies in various industries. Structural equation modeling was used to test the hypothesized relationships.

The findings of this study suggest that there is a positive and significant impact of entrepreneurial innovation and thinking on the competitive advantage of firms. The authors also found that entrepreneurial thinking positively mediates this relationship. This study’s results support the RBV and DCV perspectives, which suggest that firms need to leverage unique resources and capabilities and develop dynamic capabilities to achieve a sustained competitive advantage.

The significance of this study lies in its contribution to the literature on the relationship between entrepreneurial innovation, thinking and competitive advantage. While previous research has explored these concepts separately, this study integrates them into a comprehensive framework that highlights the mediating role of entrepreneurial thinking in the relationship between entrepreneurial innovation and competitive advantage.

Drawing on the “Resource- Capability – Competitive advantage” framework within Natural Resource-Based View, this study is purposed to address problems of manufacturing companies “turning into the green” issues, providing references for manufacturing companies to achieve green competitive advantage via internal motivation and identity perspectives.

This study collected survey data from 112 Chinese manufacturing listed enterprises from the Shanghai Stock Exchange, and obtained 418 questionnaires. Following an empirical design, hierarchical regression analysis and Bootstrapping analysis were applied to examine these hypotheses.

Results show that green innovation behaviors positively mediate the positive relationship between organizational environmental identity and green competitive advantage. Furthermore, slack resource not only positively moderates the interaction effect between organizational environmental identity and green product innovation behaviors, but also moderates the mediation role of green product innovation behavior in the main effect.

The study is limited to the data samples and dynamic evolution between variables. More longitudinal designs and diverse enterprise fields will be considered in future.

The findings provide guidance for manufacturing enterprises to gain green competitive advantage in green manufacturing era from identity value origins. Moreover, the results provide practical suggestions for manufacturing enterprises to enhance green innovation behaviors and integrate useful but slack resources.

The findings provide implications for manufacturing industry to increase both the awareness of organizational environmental identity and green innovation behaviors, all of which helps promote the corporate environmental responsibility.

The study breaks the limitation of the existing literature which focuses on the influence of external push factors (e.g. environmental regulation), and bring new visions in constructing green competitive advantage in green manufacturing era, not only extending the identity theory and upper echelon theory, but also enriching the current studies on green management. Also, these findings provide deeper and new insights into risks and uncertain features of green manufacturing era, analyzing how polluted manufacturing enterprises obtain green competitive advantages through the mediating role of green innovation behaviors and the moderating role of slack resource.

The purpose of this paper is to identify the effect of radical innovation and incremental innovation on the competitive advantage of Jordanian industrial companies and identify the moderating role of technological intensity.

For this study’s purposes, 303 questionnaires from employees of 30 manufacturing firms were analysed. Convergent validity and discriminant validity tests were performed through structural equation modelling in the Smart-PLS programme. Data reliability was confirmed. A bootstrapping technique was used to analyse the data. Multi-group analysis was performed to investigate the moderating role of technological intensity.

Empirical results showed that both radical innovation and incremental innovation explain 60.2% of the variance in competitive advantage and that both constructs have a statistically significant effect on competitive advantage. The results also revealed that the relationship between radical innovation and competitive advantage is modified through the high-tech industries. Meanwhile, the relationship between incremental innovation and competitive advantage is modified through the low-tech industries.

This cross-sectional study provides a snapshot at a given moment in time, a methodological limitation that affects the generalization of its results and the results are limited to one country, Jordan.

This study promotes the idea of focusing on radical and incremental innovation to enhance competitive advantage in the Jordanian manufacturing sector and knowing the effect of technological intensity in this relationship.

This study has important implications for leaders in the Jordanian manufacturing sector in general, as the study highlights the importance of radical innovation and incremental innovation to enhance the competitive advantage, especially in light of the technological intensity in this sector, and thus, increase the innovative capabilities of this firms, which leads to an increase in the level of competitive advantage.

The purpose of the study is to examine the influence of internal integration and external integration on three types of shared knowledge (shared knowledge of internal capabilities, customers, and suppliers) and whether more leads to superior firm innovation capability and product competitive advantage.

The paper draws on results from a large‐scale survey. The empirical data used in the study comprises of 245 high technology firms in Taiwan. This study applies the confirmatory factor analysis to examine the reliability and validity of the measurement model, and the structural equation modeling (SEM) to investigate the hypotheses and research model.

The results show that internal integration and external integration significantly influence shared knowledge of internal capabilities, customers and suppliers among new product development (NPD) team members. The results also indicate that team members' shared knowledge enable the firm to improve innovation capability and new product competitive advantage.

As the data used in the study was cross‐sectional, the causal relationships and the sustainability of firm and product innovative performance cannot be easily captured. Future research can examine how factors of individual traits, organizational characteristics, and external environmental factors may influence the shared knowledge and product competitive advantage.

This study emphasizes the importance of the firm's integration to utilize and share knowledge of internal capabilities, customers and suppliers effectively. Besides, the relationships among internal/external integration, shared knowledge, firm innovation capability and product competitive advantage may provide a clue regarding how firms can manage integrations and promote knowledge‐sharing culture to sustain their firm innovation capability and product competitive advantage.

As only little empirical research has been conducted on the impact of internal/external integration on the firm's innovative capability and product competitive advantage through shared knowledge, the empirical evidence reported here makes a valuable contribution in this highly important area.

For several decades, marketing researchers have stressed that firms can achieve competitive advantage by creating superior value for customers through innovation. However the literature on entrepreneurship and innovation based competitive strategy is deficient in several important respects. First, entrepreneurship has been poorly measured in the past. Next, research on innovation is biased towards technological innovation and new product development. Finally, robust measures of sustained competitive advantage have yet to emerge in the literature. This paper examines the role of entrepreneurship in organizational innovation‐based competitive strategy. The study finds that entrepreneurial firms pursue both technological and non‐technological innovations, and all such innovations lead to sustained competitive advantage. The study contributes to the emerging marketing and entrepreneurship interface paradigm by examining the role of entrepreneurship in the innovation based competitive strategy and refining and testing measures of entrepreneurship, organizational innovation, and sustained competitive advantage.

This paper aims to study the role of business intelligence, knowledge sharing and organisational innovation on gaining competitive advantage.

The statistical population of the study was the managers and the specialists of some export companies of which 213 persons participated in this research. Path analysis was carried out to analyse and interpret the data by Amos software.

The results showed that business intelligence has a positive and significant impact on knowledge sharing, organisational innovation and gaining competitive advantage. Further, business intelligence has a positive and significant effect on competitive advantage through knowledge sharing and organisational innovation. Knowledge sharing impacts gaining competitive advantage positively and significantly. Finally, organisational innovation impacts gaining competitive advantage positively and significantly.

This research highlights the role of business intelligence, knowledge sharing and organisational innovation on gaining competitive advantage in export companies.

The purpose of this paper is to explain how emerging market firms create competitive advantage through innovation. The study through the upper echelon theory and the power distance cultural perspective examines the mediating role of organisational leadership in the innovation and competitive advantage relationships.

Data were collected from the service sectors of two emerging economies, i.e. India and Ghana. Robust standard error regressions were run at two levels. First, at the specific country level and later on the aggregated level for robustness check.

The results show that in both India and Ghana, innovation largely relates positively with competitive advantage. In specific terms, market innovation was found to be the most significant determinant of competitive advantage in both contexts. Additionally, organisational leadership was also found to be mediating between innovation and competitive advantage in both contexts independently and collectively to confirm the effect of power distance and leadership role in such cultures.

The current study looks at only two emerging markets with high power distance cultures. The implication is that the impact of leadership may differ in emerging economies with low power distance.

The current study looks beyond the mundane relationship between financial performance measures and innovation to assess innovation and competitive advantage in emerging markets context, which has not received the needed attention. It further explains how emerging markets firms can ride on the back of power distance to create a competitive advantage with their innovation development and implementation through organisational innovation leadership. The study offers that the maximum exploitation of the beneficial effect of innovation – competitive advantage – in service firms can only be achieved when leaders spearhead the innovation process and see it through implementation.

This 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.

This 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.

The 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.

Cross-sectional design limits the authors from drawing definitive generalizations, and self-reported measures used in the study increase the chances of bias.

The study's findings could motivate managers and practitioners to place emphasis on knowledge sharing and innovation culture in the SME sector.

The 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.