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This study aims to investigate the effect of organizational ambidexterity (OA) and organizational green culture (OGC) on corporate sustainability (CS) while incorporating the mediating role of green innovation (GI) to provide a detailed insight into CS. The study also presents a research framework based on the Organizational Ambidexterity theory and Natural Resource-based view to explain the factors contributing to CS.

Using stratified sampling, the study collected data through survey-based empirical research from 307 textile companies registered with the Securities and Exchange Commission of Pakistan (SECP) or the All-Pakistan Textile Mills Association (APTMA). The collected data were analysed using path analysis, mediation analysis and moderation analysis through smart PLS-SEM version 4.0 to assess the composition and causal association of factors.

The study found a significant relationship between OA and OGC with CS. Furthermore, the study revealed that green innovation partially mediates the relationship between OGC and CS. The proposed research framework can be valuable for promoting and recommending actions to enhance CS.

The study on CS in the textile sector of Pakistan has limitations such as a narrow focus, cross-sectional design and reliance on self-reported data. Future research should explore additional factors, conduct longitudinal research, investigate contextual factors, scrutinize specific green innovation practices and broaden the scope of the study to include SMEs and other textile organizations.

The research framework can help senior executives to foster CS by promoting OGC, OA and GI. Practitioners and academicians can also utilize or further investigate the proposed framework for validation and to foster CS.

This study fills gaps in the existing literature by investigating the mediating effect of GI between OGC and CS. The proposed research framework provides a comprehensive understanding of the factors contributing to CS based on the Organizational Ambidexterity theory and Natural Resource-based view.

The purpose of this study is to explore the interplay among self-organization, networks and sustainable innovations within microfinance institutions (MFIs) and to examine the extent to which organizational resilience plays a significant role in shaping these dynamics as a mediator.

This paper adopted a cross-sectional research design combined with analytical and descriptive approach to collect the data. Smart partial least squares structural equation modeling (PLS-SEM) was used to construct the measurement model and structural equation model to test the mediating effect under this study.

The results revealed that organizational resilience is a significant mediator in the relationship between self-organization, networks and sustainable innovations among microfinance institutions in Uganda.

The data for this study were collected only from microfinance institutions in Uganda. Future studies may collect data from other formal financial institutions like commercial banks and credit institutions to test the mediating effect of organizational resilience. More still, the study adopted only a single approach of using a questionnaire. However, future research through interviews may be desirable. Likewise this study was cross-sectional in nature. Therefore, a longitudinal study may be useful in future while investigating the mediating role of organizational resilience traversing over a long time frame.

A possible implication is that microfinance institutions which desire to have sustainable innovative solutions for their business operations in disruptive circumstances may need to scrutinize their capacity to be resilient and self-organize.

Microfinance institutions play a great role to the underserved clients. Thus, for each to re-organize to be able to provide services that meet users’ needs, without physical products so as to ensure long-term financial and social welfare combined with the ability to bounce back and adapt in times of economic downturn to avoid mission adrift.

While most studies have been carried out on organizational resilience, this paper takes center stage and is the first to test the mediating role of organizational resilience in the relationship between self-organization, networks and sustainable innovations, especially in microfinance institutions in Uganda. This paper generates strong evidence and contributes to the powerful influence of organizational resilience in enhancing the level of sustainable innovations based on self-organization and networks.

The authors examined how the identification mechanism of the innovation performance of knowledge employees is affected by empowering leadership by influencing the organizational identification and the moderating effect of leaders on the role expectation of knowledge employees as an essential innovation subject.

The authors employed a mixed-method research approach. The authors collected data from 378 knowledge employees and managers in 20 companies in China's Yangtze River Delta cities. The authors analyzed data using multiple regression analysis forecasting methods.

The authors found that there was an inverted U-shaped relationship between empowering leadership and the innovation performance of knowledge employees; organizational identity played a partial mediating role between empowering leadership and the innovation performance of knowledge employees; role expectation of leaders on the innovation behavior of employees regulated the relationship between the organizational identity and innovation performance of knowledge employees.

This study extends the literature on empowering leadership and innovation performance. This study empirically examines the mediating effect of organizational identity between empowering leadership and innovation performance. In addition, this study empirically examines how empowered leaders' expected innovation level moderates the association between organizational identity and innovation performance.

Resilience has been emphasised by researchers as a probable framework for overcoming challenging circumstances and fostering organisational innovation. Universities have had to shift to a blended learning system which includes online learning. Prior scholars have studied resilience as a reactive aspect which focuses on organisation's ability to bounce back from a downfall. This study aims to establish the antecedent role of resilience capacity which is a proactive ability to preparedly respond to a downfall.

The research adopts an explanatory study design to establish the hypothesised antecedent role of organisational resilience capacity in enhancing organisational innovation. Drawing a sample from Ugandan Universities, hierarchical regression was used to test the role of organisational resilience capacity on organisational innovation. The study also tested the influence of organisational characteristics of ownership, age and size on innovation.

The study findings show that the three dimensions of organisational resilience capacity (cognitive capacity, behavioural preparedness and contextual capacity) significantly enhance organisational innovation. The findings further reveal that ownership has a significant effect on innovation. The results show that organisational size and age do not influence innovation.

The study's conclusions help contemporary managers decide how to set up numerous strategic initiatives to activate organisational resilience towards innovation. To deal with disruption, organisations should use dependable innovation systems and best practices in a robust and adaptable way. Organisational managers ought to integrate the doctrines of resilience into various organisational activities such as training and development and simulation activities, so that organisational managers learn resilience skills to deal with environmental changes.

This research shows how the three dimensions of organisational resilience capacity (cognitive capacity, behavioural preparedness and contextual capacity) influence innovativeness since most studies have been directed to the aspect of resilience (which only focuses on ability to recover from a downfall) as opposed to resilience capacity that relates to the ability of an organisation to successfully absorb disruptive events that may endanger organisation survival, develop situation-specific remedies and eventually evolve in transformative activities. The study further intensively extends the body of knowledge by delving deeper into establishing the influence of the individual dimensions of resilience capacity on innovation.

Flexibility and efficiency are dual attributes of the organizational structure that are crucial for project-driven enterprises to achieve sustainable development in a dynamic environment. However, there is a lack of research on the patterns by which the dual attributes of a project-driven enterprise’s organizational structure affect business model innovation. Employing organizational theory, this study aims to assess the mediating mechanisms and dynamic capabilities through which the dual attributes of the organizational structure influence business model innovation in project-driven enterprises.

Data were collected from 242 employees from four project-driven companies across 26 cities (e.g. Beijing, Tianjin, Guangzhou and Shenzhen) in China. Structural equation modeling revealed the relationship between organizational structure’s dual attributes and business model innovation.

The findings show that the dual attributes (flexibility and efficiency) of the organizational structure have positive impacts on business model innovation. Moreover, dynamic capabilities mediate the relationship between the dual attributes and business model innovation in project-driven enterprises.

This study provides contributions to innovation research in the context of project-driven enterprises by revealing the influence of organizational structure on business model innovation through the firms’ dynamic capabilities. Such knowledge can enable managers of project-driven enterprises to develop effective interventions to promote business model innovation.

The purpose of this study is to investigate the role of knowledge management (KM) practices on innovation performance. It also examines whether organisational creativity and organizational learning mediate the relationship between KM practices and innovation performance.

The study uses a quantitative method by surveying (n = 291) hotel employees from Malaysia using self-administered questionnaires. Data collected were analysed by using partial least squares structural equation modelling.

Findings reveal that KM positively impacts innovation performance among Malaysian hospitality workers. This study further reveals that organisational learning and organisational creativity significantly mediate the relationship between KM and innovation performance.

Theoretically, this study establishes how KM practices influence innovation performance. Organizations that practice organizational learning and creativity are more likely to benefit from increased innovation outcomes through KM practices.

This study aims to investigate the direct effect of intellectual capital on the organizational performance of Indonesian state-owned enterprises (SOEs) and their subsidiaries. Furthermore, it also examines whether the relationship is mediated by open innovation and moderated by organizational inertia.

This study is designed as quantitative research. A survey method is employed to collect data by distributing questionnaires to the upper-level managers of the SOEs and their subsidiaries. A total of 293 questionnaires were distributed to the respondents, and 97 responses were obtained for further analysis. The partial least square structural equation modeling (PLS-SEM) is used to test the hypotheses. A mediation-moderation research framework is employed.

The results show that intellectual capital has a positive effect on organizational performance. Further results also demonstrate that open innovation mediates the intellectual capital–organizational performance relationship and organizational inertia moderates the intellectual capital–organizational performance relationship. Theoretically, the findings contribute to the resource-based view (RBV) and knowledge-based view (KBV) by providing empirical evidence of the importance of distinctive internal resources in achieving superior organizational performance. Practically, the findings provide strategic information for managers that they should properly manage intellectual capital, open innovation and organizational inertia because of their effects on organizational performance.

First, this study addresses the previous research gaps by confirming that intellectual capital has a positive effect on organizational performance in the research setting of an emerging market. Second, by using a mediation research framework, this study shows that open innovation mediates the relationship between intellectual capital and organizational performance. Third, by using a moderating research framework, this study also reveals that organizational inertia weakens the relationship between intellectual capital and organizational performance. Those associations are rarely researched.

Given innovation's significance, this research examines the link between empowered leadership and frugal innovation. The research also explores how collaborative cultures and organizational commitment mediate empowered leadership's effect on frugal innovation.

Quantitative method is used with the approach of hierarchical regression to test the hypotheses with data obtained from Pakistani small- and medium-sized enterprises (SMEs) through the questionnaire from 288 participants.

The results of this study show that empowered leadership has a considerable impact on the firm's capacity for frugal innovation. Additionally, this study shows that organizational commitment and collaborative culture significantly moderate the association between empowering leadership and frugal innovation.

Future studies should examine mediating factors, including employment experience, education and perceived organizational support, and moderating variables like employee psychological empowerment and leadership styles.

This research advises SMEs in developing nations to utilize frugal innovation since they cannot afford to spend extensively on technologies that add creativity and innovation to goods and services.

This study advances how leadership both directly and indirectly helps organizations strengthen their capacity for frugal innovation through the mediating roles of collaborative culture and organizational commitment.

Network embeddedness has been widely considered in enterprise innovation as an effective means of overcoming resource dilemmas. However, while focussing on acquiring external innovation resources, the existing research often ignores the vital role of internal routine updates. Therefore, this study explores the mechanism by which network embeddedness affects innovation performance of enterprises from the perspective of organisational routine updating.

This paper proposes a theoretical model based on social network theory and organisational routines–immune response theory. A total of 328 pieces of research data on high-tech enterprises in China were collected, and the hypotheses were verified using hierarchical regression analysis.

The results show that the two forms of network embeddedness – structural embeddedness and relational embeddedness, have a positive effect on enterprise innovation performance and a significant positive effect on organisational routine revision and organisational routine creation. Both organisational routine revision and organisational routine creation positively affect enterprise innovation performance and partially mediate the relationship between network embeddedness and enterprise innovation performance.

This conclusion provides a new perspective on the impact of network embeddedness on enterprise innovation performance and expands the related research on organisational routine updating. This study provides a theoretical reference for high-tech enterprises to improve their competitiveness and innovation performance through network embeddedness and organisational routine updating.

This article aims to explore the connections between tacit knowledge management and the capacity to create new products and services for stimulating organizational performance.

This research utilizes a questionnaire-based study and 378 questionnaires gathered from different provinces of China between August and October 2022. The SmartPLS technique was used to evaluate the regression and mediation analysis on lower-order and higher-order components of the research hypotheses behind the model.

This investigation's results indicate that the tacit knowledge management process (TKMP) significantly drives product and service innovation and impacts organizational performance (ORP). According to the results, TKMP did not directly influence ORP and product innovation to mediate between Tacit knowledge and organizational performance.

Future research should concentrate on different combinations of influences on innovation and other consequences of introducing innovation into businesses. Moreover, researchers may add moderators to innovation and organizational performance.

This study assists managers in how tacit knowledge management affects organisational performance by examining product/service innovation capabilities. Product innovation also mediates between tacit knowledge and organizational performance. Service innovation improves organizational performance, prioritizing knowledge creation, sharing and retention to increase innovation and organizational success.

This study contributes to the literature on tacit knowledge management, innovation capability and organizational performance by concentrating on the tacit knowledge process and using the resource-based view. This study gives a solid theoretical and practical basis for understanding the component interactions.