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The present paper examines China's biotechnology industry from a global perspective and explores how its development trajectory differs from that of countries that are leaders in biotechnology. We draw on diverse data to demonstrate the unique development trajectory of the industry in China. China has benefited through targeted spin‐offs of R&D‐oriented foreign direct investment from developed countries driven by the effects of globalization, government‐encouraged collaboration between the domestic academia and industry, and the input of overseas returnees. Together with an increasing focus of the government and domestic enterprises on independent innovation, such developments have enabled China to catch up with the global biotechnology industry. However, its small scale and low capacity for commercializing innovations under China's current regulations and other barriers pose challenges for the development of the industry. Suggestions for the sustainable development of China's biotechnology industry are presented in this study.

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PurposeThis study proposes that the three core underpinnings of dynamic managerial capabilities (DMCs) – managerial cognition, managerial human capital and managerial social capital – represent individual-level micro-foundations that influence corporate social responsibility (CSR). It further explores the interaction mechanism between the three underpinnings in influencing CSR, and their influence depends on the technological turbulence caused by big-data-related technologies.Design/methodology/approachThis study uses a quantitative research method and partial least squares structural equation modelling (PLS-SEM) to test the relationship between latent factors based on a sample of 270 Chinese top managers.FindingsThe three core underpinnings of DMCs are positively related to CSR. Managerial human capital and managerial social capital mediate the relationship between managerial cognition and CSR. Technological turbulence's moderating effects are also tested. Specifically, technological turbulence amplifies the positive relationship between managerial cognition, managerial human capital and CSR but negatively moderates the relationship between managerial social capital and CSR.Originality/valueWhy are some firms more willing to participate in CSR than others mainly depend on the fact that the actual participants of CSR are the top managers who formulate strategies and implement CSR plans. This study, grounded in the DMCs framework and the upper echelons perspective, is arguably the first to link DMCs' three core underpinnings and CSR, and further explore the multiple drivers' mechanisms and boundary conditions. This study contributes to individual micro-foundation of CSR literature, and advances the understanding of whether and how top managers influence CSR engagement.