Implications of dynamic capabilities on triple bottom line performance after the COVID-19 pandemic: An empirical insight from B2B marketing perspective

Abstract

Triple bottom line (TBL) is a concept of business which highlights that firms should not measure their business success based only on their financial performance, but they should also measure their social and environmental impacts. In other words, the concept of triple bottom line also includes people, planet, and profit. Also, dynamic capabilities help a firm to address rapid environmental changes, and studies have shown that they can improve a firm's sustainability performance. Other studies have shown that TBL initiatives can also improve a firm's sustainability performance. But no studies have investigated how dynamic abilities as well as TBL initiatives could simultaneously impact sustainability performance of B2B firms in the post COVID-19 period. Therefore, the aim of this study is to examine the implications of dynamic capabilities on TBL performance after the COVID-19 pandemic, especially from the B2B marketing perspective. Drawing on dynamic capability view (DCV), TBL theory and the extant literature, a conceptual research model was developed which was subsequently validated with the PLS-SEM technique using 377 responses from different manufacturing and service-oriented firms. This is the first study to extensively analyze the combined impacts of these two dimensions on firms' sustainability performance, and thus it has enriched the literature related to DCV, TBL, and sustainability.