Business Strategy and Development最新文献

The study of global value chains (GVCs) has gained significant attention over the past decade, with the global pandemic further accelerating discussions on their resilience and sustainability. This paper contributes to understanding GVCs by examining their bidirectional relationship with sustainability and their interlinkages with firm performance. While existing literature has extensively explored financial metrics, non-financial performance indicators remain underexamined and often undervalued. To address this gap, this study focuses exclusively on non-financial firm performance, recognizing its critical role in long-term value creation. Employing a mixed-method approach, we first conduct expert interviews to identify key themes through thematic analysis, which then inform the development of a structured questionnaire. Data collected from mid- and senior-level managers is analyzed using PLS-SEM, ensuring a robust empirical validation of qualitative insights. The findings highlight the significance of Goodwill and technology in enhancing firm performance within GVCs, reinforcing their role in driving sustainable business practices. By integrating environmental, social, and governance (ESG) dimensions, this study provides a holistic perspective on the evolving dynamics of global value chains and their impact on sustainability.

The integration of environmentally friendly practices into human resource strategies, processes, and regulations has become indispensable in addressing the pressing issue of rising global climate challenges. While there is a growing body of literature on green human resource management (GHRM), limited research has been found on how these practices affect organisational citizenship behaviour among employee (OCBE), as well as the mediating role of green organisational culture (GOC) and green organisational identity (GOI) within the setting of the textile industry of Bangladesh. To address this gap and to fulfil the objectives, this research has utilised a time-lagged survey research design, collecting data from 747 respondents through a structured questionnaire, working in Leadership in Energy and Environmental Design (LEED) certified and non-LEED certified textile companies of Bangladesh. The partial least square structural equation modelling (PLS SEM) statistical method has been utilised to examine the hypotheses; the results highlight the acceptance of all hypotheses. Thestudy offers contributions for both academicians and professionals. On the theoretical level, the findings contribute by conceptualising and contextualising the theory and introducing internal and psychological non-symbolic enablers that fit with theability-motivation-opportunityO model and GHRM context of an emerging economy like Bangladesh. Practically, it provides actionable insights to managers and policymakers on how to drive GHRM to ingrain a green culture and green identity and eventually encourage pro-environmental behaviours among employees. Although some limitations of the research exist, such as the specificity of the industry of study and the use of the quantitative method, these do not diminish the entire contribution of the paper or the novelty of the idea to contextualise GHRM and OCBE in the textile industry of Bangladesh.

In the post-pandemic business landscape, multinational corporations (MNCs) in emerging economies face escalating demands for authentic corporate social responsibility (CSR) that transcends mere philanthropy, and contributes to sustainable development goals. This paper confronts the unique challenges to stakeholder engagement and environmental policy implementation in contexts of high labor informality and weak institutional frameworks. Using Peru as a paradigmatic case, selected for its representative institutional voids and socioeconomic characteristics, the study analyzes how firms build legitimacy. It argues that in such environments, a credible CSR strategy cannot be purely external; it must be an “inside-out” process grounded in internal legitimacy. This study proposes a novel conceptual framework, the “Integrated Responsibility Ecosystem,” which synthesizes stakeholder theory, neoinstitutional theory, and systems thinking. The model posits a virtuous cycle beginning with purpose-driven leadership, rooted in internal legitimacy via corporate family responsibility (CFR), extending to strategic external value creation, and sustained by systemic, transparent communication. By applying this model to the case of Kimberly–Clark in Peru, this paper demonstrates that prioritizing employee well-being is not just an ethical imperative but the foundational strategic step for building resilient reputational capital and achieving sustainable success in volatile markets.

The contemporary challenges and risks including the climate change, social inequalities, trade tariffs and war situations have posed disruptive impacts on the global supply chain operations, thus reshaping the way modern firms survive, operate and compete at a global business landscape. Hence, integrating sustainable and robust supply chain models has become a strategic organizational necessity and basis for long-term survival and growth. This study empirically examines the role of dynamic capabilities and Industry4.0 technologies in boosting supply chain resilience and driving sustainable economic, environmental and social performance. Drawing upon the dynamic capability theory (DCT) and organizational information processing theory (OIPT) and by examining the interplay between Industry4.0 technologies, Resilience and Sustainable Performance, this study suggests an empirically-validated “sustainable supply chain performance framework” for the pharmaceutical manufacturing firms of Pakistan. In this regard, a quantitative survey-based approach was employed to collect data from 485 managers working in the pharmaceutical manufacturing firms of Pakistan. The data analysis was conducted using the Smart-PLS based SEM technique. Theoretically speaking, the results highlight that Industry4.0 technologies act as catalyst for achieving sustainable supply chain performance (SSCP) under the mediating effect of supply chain resilience (SCR) and moderating effect of supply chain dynamic capabilities (SCDC). From the practical perspective, the results highlight that leveraging digital innovation capabilities enhances the adaptability, operational agility and long-term sustainability of the pharmaceutical firms. The results also imply that Industry4.0, when effectively integrated with resilience and firm dynamic capabilities, can drive smart, competitive and future-ready supply chains. From the viewpoint of its contribution to UN SDGs, this study significantly contributes to the SDGs related to technological innovation, industrial growth and resilient infrastructure. Overall, by offering a “SSCP Framework”, this study bridges the gap between technological progress and environmental responsibility, providing valuable insights for the supply chain leaders, practitioners and policymakers in the pharmaceutical firms striving to build more resilient, inclusive and sustainable supply chains.

We examine how governance mechanisms influence strategic change, with particular focus on the role of board gender diversity (BGD). Using a data set of 242 Italian nonfinancial listed firms from 2013 to 2023, we specifically investigate how governance mechanisms, such as board size, board independence, CEO gender, ownership concentration, and CEO duality, affect strategic change. Our results, grounded in agency and resource dependence theories, show that board independence, CEO gender, ownership concentration, and BGD each contribute positively to strategic change. In contrast, larger boards and CEO duality have a negative influence. Importantly, we find that BGD modifies the impact of other governance mechanisms on strategic change. Gender-diverse boards accentuate the positive effects of board independence, CEO gender, and ownership concentration on strategic change while attenuating the negative impact of board size. These results suggest that BGD not only adds value directly but also improves the effectiveness of other governance components. Firms can promote strategic change by optimizing their governance structures, particularly by increasing BGD, which contributes to positive governance outcomes and mitigates the drawbacks of certain governance mechanisms. Practitioners can use these insights to structure their boards more effectively, emphasizing independence, CEO gender, and ownership concentration to drive strategic change. Additionally, firms may reconsider their approach to board size and CEO duality to minimize potential adverse effects on strategic change, leading to practical assessments and potential restructuring of existing boards.

This study investigates the critical disconnect between the strategic discourse of academic literature and the operational discourse of the public on Sustainable Supply Chain Management (SSCM). Grounded in Stakeholder Theory, our objective is to empirically map and theoretically explain this gap. Employing a comparative mixed-methods design, we analyze large text corpora from academic databases (Scopus/DOAJ) and social media (X/Twitter) using computational topic modeling and thematic analysis. The findings reveal a stark divergence: while academic discourse prioritizes systemic strategies and policy integration, public discourse is overwhelmingly focused on visible, consumer-facing actions like recycling and eco-packaging. Critically, the social dimension of sustainability is starkly marginalized in public conversations compared to its theoretical treatment in academia. We argue this disconnect is a function of differing stakeholder salience in each domain, where public narratives amplify consumer interests while academic work aligns with regulatory and investor priorities. This study's contributions include empirically substantiating the discourse gap and extending Stakeholder Theory to explain digital discursive dynamics. The findings highlight a “discursive liability” for firms, underscoring the urgent need for integrated communication strategies that align systemic progress with public perception.