PurposeThe purpose of this study is to assess if the mediating effect of green innovation capability (GIC) in the relationship between green market orientation (GMO) and new product success (NPS) was conditional on the moderating effects of green knowledge acquisition (GKA) and green brand positioning (GBP).Design/methodology/approachThe analysis was based on primary data gathered using a structured questionnaire, which was developed on a five-point Likert scale of 1-Strongly disagree to 5-Strongly agree. There were 259 manufacturing firms engaged in the study, with data analyzed using PROCESS macro (v.3.4) for SPSS (v.23).FindingsThe research revealed that GMO had no direct effect on NPS among manufacturing firms, the relationship was rather mediated by GIC of the firms. The effect of GMO on GIC was moderated by GKA, whereas the effect of GIC on NPS was moderated by GBP. Overall, the mediating effect of GIC in the relationship between GMO and NPS was conditional on the moderating effects of GKA and GBP.Research limitations/implicationsThe study focused on only knowledge acquisition (green), without recourse to assimilation, transformation and exploitation. These may, however, be very important in explaining the role of knowledge in green innovation.Practical implicationsGreen market-oriented manufacturing firms must seek to also make investments in GIC to transform those concepts into successful innovative products.Originality/valueDespite the increasing number of studies on GMO, very limited concentration has been paid to how firms could leverage on the potentials of GMO to enhance the success of new products introduced into the market. This study did not just establish the effect of GMO on the success of new products but also identified some intervening variables in this relationship.

No abstract

Purpose This study aims to assess the mediating role of green marketing orientation (GMO) dimensions in the relationship between stakeholder risk and new product success among European multinational enterprises (EMNEs) in Ghana. Design/methodology/approach The study was based on primary data gathered from 302 EMNEs in Ghana. After various validity and reliability checks, structural equation modeling in Amos (v.23) was performed to estimate the various relationships hypothesized in the study. Findings The study finds that stakeholder risk had a significant negative effect on the success of EMNEs’ new products. This negative effect is, however, nullified by the positive mediating effects of strategic green marketing orientation, tactical green marketing orientation and internal green marketing orientation. Research limitations/implications GMO is highly regarded as context-specific, with unique characteristics. Implying that the interpretation of results from the GMO framework should be on the backdrop of the social, cultural political and economic environment. Practical implications Stakeholder risk posed a significant challenge to the success of EMNEs, whose operations are monitored not just by domestic stakeholders but also international stakeholders. The actions and inactions of these EMNEs affect the overall image of the mother firm and are, therefore, expected to operate within acceptable norms. Social implications The adoption of GMOs increases the success of new products, as firms receive a social license for their environmentally friendly operations. GMO also helps in solving societal concerns for environmental protection, which is very paramount in this 21st century. Originality/value Past studies have largely focused on stakeholder pressure; however, this study focuses on the risks associated with those pressures and how these risks influence the success of new products.

A key driver of firm competitive advantage is the firm’s ability to develop along with the everchanging business environment and associated market demands by being innovative. Small and medium-sized enterprises (SMEs), however, often lack adequate resources to develop innovation, so they search for external resources to augment the deficiency of their internal resources. Network embeddedness has many advantages for the firm, but it also has a dark side which has a negative effect on the network relationship. In order to take advantage of a network, firms should cultivate the capability to deal with the dark side of inter-firm relationships. Firstly, this study assesses the effect of network embeddedness on the innovation performance of SMEs. Secondly, the authors investigated the moderating role of this dark side in the relationship between network embeddedness and the innovation performance of SMEs. Finally, the role of relationship ending capability in neutralizing the negative effect of dark side we presented. Empirical analysis was based on 388 SMEs. Various validity and reliability checks were conducted before the presentation of the analysis itself, which was conducted using the ordinary least squares approach in SPSS (v.23). The findings showed the dark side negatively moderated the relationship between network embeddedness and the innovation performance of SMEs. This negative effect is, however, reduced by SMEs with a high relationship ending capability by freeing up firm’s limited resources for more fruitful business relationships.

The study assessed the mediating role of green organizational capabilities (green technology development, green operations, and green transactions), in the relationship between green value co‐creation and organizational resilience among Chinese manufacturing firms, that is, firms' ability to build strong organizational resilience in response to the COVID‐19 pandemic. It focused on manufacturing firms operating within Shenzhen, a coastal city located within the Guangdong province in southeastern China. The sample comprised 234 firms. Data were analysed using a covariance‐based structural equation modeling. Findings revealed that green value co‐creation had no direct effect on organizational resilience, rather, its effect was realized indirectly through green organizational capabilities. The study concludes that manufacturing companies can augment their organizational capabilities by leveraging the knowledge of their customers through green value co‐creation to build strong organizational resilience. Theoretical and managerial implications have been provided.