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This study aims to examine the mediating role of internal lean practices (ILPs) on the relationship between entrepreneurial orientation and triple bottom line performance (i.e. environmental, social, and operational performance). We examine Chile, which represents a vibrant economy and one of the world's most productive entrepreneurship ecosystems but with a history of socio‐economic inequalities and strong profit‐driven pressures to overextract natural resources. The study is based on a questionnaire related to manufacturing sent to 112 companies in Chile. The proposed relationships are analysed through structural equation modelling. The results indicate that ILPs fully mediate the effect of entrepreneurial orientation on environmental performance and social performance and partially mediates the effect of entrepreneurial orientation on operational performance. Our study extends the literature by explaining that entrepreneurial orientation builds and strengthens ILPs for creating triple bottom line competitive advantage.

This study uses resource dependence theory to hypothesize that a buyer's innovation strategy enhances supplier innovation focus and a buyer-supplier relationship that supports product innovation. These in turn positively impact buyer product innovation outcomes and business performance. Moreover, it is argued that the buyer-supplier relationship positively moderates the impact of supplier innovation focus on product innovation. Design/Methodology: Structural equation modeling and hierarchical linear regression is used to test hypotheses. Findings: The results support all hypotheses and suggest that company (buyer) age and variables related to buyer engagement with international markets directly influence performance. They also indicate that the buyer-supplier relationship does not moderate the relationship between innovation strategy and innovation performance. Research Implications: Resource dependence theory suggests that firms lack all the resources needed to achieve their goals and that how they manage interdependencies with other entities influences their success. This study demonstrates that how a firm builds the conditions to effectively leverage the complementary resources and capabilities of suppliers directly influences innovation outcomes and business performance. Practical Implications: An important factor in firms achieving their product innovation goals is the selection and management of suppliers that are strategically aligned with regard to innovation. While managers need to develop internal innovation capabilities, partnering with like-minded organizations and creating conditions for effective cooperation is a key driver of innovation outcomes. Originality/Value: In contrast to prior research that has examined operational issues, this study shows how the strategic alignment of buyers and suppliers with regard to innovation is an antecedent of product innovation outcomes. Moreover, it adds to a limited literature on supply chain management practices in emerging markets.