Purpose This study investigates how Business Intelligence (BI) competence functions as a strategic enabler of organizational agility within supply networks. It examines the moderating role of BI competence in two critical relationships: between agile drivers and agile capabilities, and between agile capabilities and agile practices. In doing so, the study advances organizational agility theory by conceptualizing BI competence as a strategic and relational enabler that shapes agility development, rather than merely a technological support tool. Design/methodology/approach Using targeted sampling, 157 responses were collected through a structured questionnaire from manufacturing firms. The data were analyzed using partial least squares structural equation modeling (PLS-SEM). Findings The results suggest that BI competence serves not only as a predictor of agile capabilities but also as a contextual moderator, particularly influencing the relationship between supply network capabilities and practices. This highlights a previously underexplored pathway in agility theory; whereby BI competence enables more effective translation of capabilities into actionable agile practices. Originality/value This is the first empirical work to examine the theoretical interplay between BI competence and agility constructs within a chain-network framework. It contributes to theory by advancing the understanding of BI as a strategic enabler and moderating force, rather than merely a technological tool. The study also offers practical insights for manufacturing firms in emerging economies seeking to build resilience and responsiveness within supply networks.

Purpose This study investigates the relationship between authentic leadership and employee work engagement, focusing on the mediating role of psychological empowerment among frontline employees in Ghana’s Food and Beverage (F&B) industry. Design/methodology/approach The study adopted a descriptive time-lagged research design to capture temporal relationships among the variables. Data were collected from 315 non-managerial staff across 25 food and beverage establishments in Ghana at three separate intervals: authentic leadership at Time 1, psychological empowerment at Time 2, and employee work engagement at Time 3. Participants were selected using simple random sampling, and data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Both psychological empowerment and employee work engagement were modeled as reflective–formative second-order constructs. Findings The study found that authentic leadership positively and significantly relates to both psychological empowerment and employee work engagement. Also, the study’s findings revealed that psychological empowerment significantly and positively predicts employee work engagement. Further, psychological empowerment served as a partial mediator in the relationship between authentic leadership and employee work engagement. Originality/value This study advances leadership research by applying a reflective–formative second-order modeling approach to examine psychological empowerment as the mediating mechanism linking authentic leadership to employee work engagement in Ghana’s (F&B) sector—an underexplored context characterized by high-pressure service demands and resource constraints. It provides new insights into the mechanisms through which leadership style influences employee outcomes in frontline service environments.

Purpose This study examines the relationship between corporate social responsibility (CSR) performance and financial performance, focusing on the moderating role of managerial entrenchment. The research aims to understand how entrenched managers influence the effectiveness of CSR initiatives and their impact on financial outcomes, particularly in the context of stringent French regulations. Design/methodology/approach The study employs a generalized least squares (GLS) econometric model to analyze a panel of 120 companies listed on the SBF 120 index from 2011–2022. The model integrates Environmental, Social and Governance (ESG) scores, managerial entrenchment indicators and financial data to isolate the effects of CSR and governance on performance. Managerial entrenchment is measured using a novel composite index combining CEO tenure, CEO-Chairman duality and anti-takeover provisions. Robustness tests, including alternative measures and sectoral subsampling, are conducted to ensure the reliability of the results. Findings The results reveal a significant positive relationship between CSR performance and financial performance, supporting stakeholder theory. However, managerial entrenchment negatively moderates this relationship, as entrenched managers tend to prioritize superficial, media-friendly CSR initiatives over substantive, long-term investments. This strategic misalignment reduces the financial benefits of CSR, particularly in firms with high levels of managerial entrenchment. Additionally, robust governance mechanisms, such as board independence and size, positively influence financial performance. Research limitations/implications The study is limited by its focus on French firms listed on the SBF 120, which may restrict the generalizability of the findings to other contexts. Future research could explore cultural and sectoral variations, as well as the impact of crises (e.g., pandemics, energy transitions) on CSR strategies. The study also calls for further investigation into the underlying mechanisms of managerial entrenchment and its interaction with CSR innovation and reputation Practical implications The findings suggest that companies should adopt a balanced approach to CSR and governance. Implementing term limits for CEOs, creating independent CSR committees and integrating measurable ESG indicators into executive compensation can help align managerial incentives with stakeholder interests. Firms should also invest in green technologies and sustainable business models to mitigate the negative effects of managerial entrenchment on CSR effectiveness. Social implications The study highlights the importance of ethical governance in ensuring that CSR initiatives serve the common good rather than personal legitimization. By promoting transparency and accountability, companies can build trust with stakeholders and contribute to sustainable development. The research underscores the need for regulatory reforms to strengthen corporate governance and align CSR strategies with societal expectations. Originality/value This research makes a significant contribution to the business ethics literature by empirically validating the positive impact of corporate social responsibility (CSR) on financial performance, while simultaneously exposing the ethical myopia associated with managerial entrenchment. Its originality stems from a triple contribution that addresses key gaps in the field. First, it offers an important contextual advancement by focusing on France’s distinct stakeholder-oriented model, providing a crucial counterpoint to the dominant body of research centered on Anglo-Saxon market-based systems. Second, it delivers a methodological innovation through the creation of a novel, multi-dimensional entrenchment index that captures the complexity of this phenomenon beyond traditional proxy measures. Finally, and most substantially, it provides a theoretical breakthrough by revealing entrenchment’s dual role as both a driver of organizational stability and a negative moderator of CSR efficacy. This crucial finding helps reconcile conflicting perspectives in the literature by demonstrating how the same governance mechanism can simultaneously support certain organizational objectives while undermining ethical performance, thereby offering a more nuanced understanding of the complex relationship between governance structures, ethical decision-making and financial outcomes.

Purpose The study examines the impact of Corporate Social Responsibility (CSR) spending on financial performance among India’s top CSR-spending firms, following the introduction of mandatory CSR under the Companies Act, 2013. It explores whether CSR contributes to firm profitability and efficiency, with a focus on Return on Assets (ROA), Return on Equity (ROE), and Profit After Tax (PAT). Design/methodology/approach An explanatory research design was adopted using secondary data for the period of 10 years (FY 2014-15 to 2023-24). Pool Regression analysis was employed to examine the relationship between CSR spending and firm-level financial performance indicators. Findings Results show a significant positive relationship between CSR spending and PAT, suggesting that CSR investments enhance long-term profitability. However, the effects on ROA and ROE are negative and statistically insignificant, indicating that CSR may not immediately improve short-term accounting returns. Practical implications The findings emphasize the importance of sustained CSR investment as a strategic tool for enhancing firm profitability. Policymakers are encouraged to continue supporting mandatory CSR provisions, while managers should recognize CSR as an investment in long-term value creation rather than short-term efficiency gains. Originality/value This study advances the CSR–financial performance debate by providing evidence from India’s mandatory CSR based on actual CSR spending, rather than content analysis. Unlike prior industry-specific studies, it spans multiple sectors and uses a decade of post-mandate data, showing how CSR builds reputational capital and stakeholder trust, translating into long-term financial benefits.

Purpose This study investigates how social norms (descriptive, injunctive, and personal) act as catalysts for sustainable procurement, specifically examining the critical mediating role of Willingness to Pay (WTP) in facilitating Value-Driven Sourcing (VDS). It aims to move beyond compliance-driven approaches by understanding the behavioral and economic mechanisms that embed sustainability into organizational culture, with a focus on Small and Medium Enterprises (SMEs). Design/methodology/approach A quantitative research design was employed, utilizing a structured questionnaire administered via Google Forms to a stratified sample of 197 SME respondents. Data analysis was conducted using Structural Equation Modeling (SEM) with SmartPLS, grounded in the Norm Activation Model (NAM), to test a series of hypotheses concerning the direct and indirect relationships between Social Norms, WTP, VDS, and Actual Sustainable Procurement Behavior (ASPB). Findings The results provide strong empirical support for an extended Norm Activation Model. All three types of social norms (descriptive, injunctive, personal) have significant direct positive effects on ASPB. Crucially, WTP was validated as a pivotal mediating mechanism: both injunctive norms (H6: β = 0.14, p = 0.01) and personal norms (H7: β = 0.13, p = 0.01) significantly influence ASPB through their positive effect on WTP. Personal norms also directly drive VDS (H8) and do so indirectly via WTP (H9: β = 0.56). The model demonstrated an excellent fit, confirming the robustness of the proposed theoretical pathways. Research limitations/implications This study makes a primary theoretical contribution by empirically operationalizing the abstract 34; cost34; component of the classic Norm Activation Model. It redefines 34; incurring a cost34; from a latent psychological assumption into a measurable financial construct—Willingness to Pay. This transformation advances NAM from a theory of altruistic intention into a precise framework for predicting economic decision-making in organizational settings, effectively bridging micro-level behavioral theory with the macro-level strategic paradigm of Value-Driven Sourcing (VDS). Practical implications The findings offer actionable, evidence-based strategies. To increase WTP, organizations should move beyond generic policies and implement concrete measures such as: (1) creating explicit 34; Sustainability Premium34; budget lines to pre-approve cost premiums for certified suppliers; (2) using internal communications to highlight descriptive norms (e.g., 34; X% of peer firms now use green suppliers34;); and (3) leveraging injunctive norms by publicly showcasing client endorsements for sustainable practices. This provides a tangible 34; guarantee34; that cultivating a normative environment, when supported by formal budget allocation, directly increases WTP. Social implications By demonstrating how social norms drive sustainable procurement, the study highlights a pathway for SMEs to become agents of positive social change. WTP for sustainable products fosters demand for ethical supply chains, which can directly improve labor standards, support local communities, and promote public health through safer, greener products. This positions SME procurement not just as an economic function, but as a vital mechanism for achieving broader societal goals like equitable development and environmental justice in emerging economies. Originality/value This research is original in its explicit focus on WTP as the mediating linchpin between social norms and sustainable procurement outcomes in an SME context. It moves beyond examining norms or WTP in isolation, offering a holistic, empirically validated model that explains how normative pressures are converted into economic commitments and, ultimately, into value-driven sourcing practices.

Purpose This study investigates how Big Data Analytics Capability (BDAC) influences firm performance in the healthcare sector and examines the mediating role of servant leadership in this relationship. Despite extensive research on leadership and digital transformation, limited studies explore how human-centric leadership styles facilitate the translation of data capabilities into organizational performance − particularly in ethically sensitive, data-rich healthcare environments. This study addresses this gap by integrating perspectives from the Resource-Based View (RBV) and sociomaterialism theory. Design/methodology/approach A quantitative, cross-sectional design was employed using data collected from 150 doctors in middle and top management roles across private and multi-specialty hospitals in the Delhi NCR region of India. Respondents were selected through a combination of convenience and snowball sampling. Structural Equation Modeling (SEM) using the Lavaan package in R was applied to test the hypothesized relationships and mediation effects. Findings Results reveal that BDAC has a significant positive impact on firm performance and that servant leadership partially mediates this relationship. The findings indicate that BDAC enhances organizational outcomes not merely through technological investment but through leadership practices that promote trust, inclusivity, and ethical decision-making. Research limitations/implications The study’s cross-sectional design limits causal inference, and the focus on a single regional healthcare ecosystem may constrain generalizability. Future research should adopt longitudinal or cross-sectoral approaches to further validate these findings and explore potential moderating effects of culture and organizational maturity. Practical implications The study offers concrete strategies for healthcare leaders, including the integration of data-literacy and servant-leadership training, ethics-driven data governance frameworks, and decision-support systems aligned with human values. These interventions can help organizations transform data-driven insights into patient-centered, ethically sound, and performance-enhancing actions. Originality/value This study advances theory by positioning servant leadership as a socio-cognitive and ethical mechanism that activates the latent value of BDAC. It extends the RBV framework by demonstrating how intangible human capabilities complement technological resources, and it enriches sociomaterialism theory by emphasizing human–technology interdependence in healthcare decision-making.

Purpose Research on organizational change capability (OCC) is a relatively novel and rapidly growing field of study. Recent advances show that definitions of the concept of organizational change capability are scarce. Furthermore, empirical studies defining the concept of organizational change capability appear absent. This paper addresses these shortcomings. Design/methodology/approach This paper approaches the concept of OCC both via a literature review, and empirically via a multiple case study, mapping how organizations’ change-makers (executive board members, directors, managers and specialists) view the concept of OCC. Findings This paper distinguishes between two neighboring concepts, organizational change capability (OCC) and organizational change capacity. A typology is suggested, where extant definitions of OCC can be categorized into evolving or fixed perspectives. Furthermore, this paper’s multiple case study findings suggest approaching organizational change capability via four clusters of capabilities. Practical implications From a practitioner perspective, the results of this paper provide organizations with much-needed guidance for better assessing and developing their capabilities in change. Organizations and practitioners may now approach organizational change capability via the empirically grounded model of organizational change capability, suggested in this paper. Originality/value To the best of the author’s knowledge, this is the first study to approach the concept of OCC through an empirical lens. An empirically grounded model of organizational change capability is suggested, comprising four clusters of capabilities: skilled resources and a culture supporting individuals in change; a functioning framework; change-enabling processes and coordination; and two-way systems. Finally, a novel definition of OCC is suggested.

Purpose This study investigates how Hybrid Strategy and Sustainability Orientation jointly influence SME performance, emphasizing the mediating roles of Product, Process, and Social Innovation across financial, market, and social dimensions. Design/methodology/approach Drawing on the Resource-Based View, Dynamic Capabilities Theory, and Stakeholder Theory, the study develops and tests a conceptual framework using Partial Least Squares Structural Equation Modeling. Data were obtained from a cross-sectional survey of SMEs in emerging markets. Findings Both Hybrid Strategy and Sustainability Orientation significantly enhance all three forms of innovation. Product innovation emerged as the most influential, particularly in driving financial and social performance. Process innovation contributed strongly to market performance. Social innovation showed meaningful effects on social outcomes but was not significantly linked to financial performance, indicating varied contributions of innovation types across performance dimensions. Practical implications The findings provide actionable insights for SME managers and policymakers. Integrating cost-efficiency with differentiation and sustainability orientation boosts innovation outcomes. Managers should prioritize product and process innovation for immediate gains while pursuing social innovation as a long-term strategy to build stakeholder trust. Policymakers are encouraged to support these dual strategies through targeted innovation programs and incentives. Originality/value This study develops a novel integrative framework that links two strategic orientations Hybrid Strategy and Sustainability Orientation with multidimensional SME performance (financial, market, and social) through the distinct mediating roles of product, process, and social innovation. It is among the first to empirically disentangle these innovation pathways within resource-constrained and sustainability-driven contexts, offering a more nuanced and evidence-based understanding of strategic innovation in SMEs.

Purpose This study tests the operationalization of environmental and social sustainability accounting practices (ESAP) in the manufacturing sector and evaluates how internal and external governance mechanisms shape its adoption. Design/methodology/approach Grounded in stakeholder theory, this study employs advanced analytical approaches, specifically partial least squares structural equation modeling (PLS-SEM) alongside probit estimation, to examine the factors shaping ESAP adoption across a sample of 200 manufacturing firms in Ghana. Findings The findings indicate that although ESAP adoption remains modest, manufacturing firms more readily deploy activity-based costing (ABC), environmental management accounting (EMA) and lifecycle costing than customer profitability analysis or competitor accounting. Internal governance mechanisms, particularly IT capability, accounting department structure, and strategic orientation, significantly shape ESAP implementation. Externally, only market competition intensity exerts a discernible influence, with market orientation and environmental uncertainty proving negligible. Collectively, these findings underscore how governance architectures condition firms’ capacity to embed sustainability accounting within strategic imperatives and align with evolving stakeholder demands. Originality/value The study contributes new empirical evidence on governance-driven sustainability accounting in a developing-country manufacturing context, an under-researched domain. It highlights the primacy of internal governance capabilities and market competition over conventional external pressures, offering a contextualized understanding of ESAP adoption in countries with weak regulatory environments. The findings inform policymakers, regulators and corporate leaders about structuring governance mechanisms to advance sustainability accounting and align with SDGs in emerging economies.

Purpose This study aims to uncover the mechanism of how employees’ perceived psychological power impacts their creative ideas. It addresses a gap in existing research by proposing a dual-pathway model that incorporates both knowledge sharing and knowledge hiding as mediating behaviors, and examines the moderating role of leadership style in this process, based on equity heuristic theory and the cognitive appraisal theory of emotions. Design/methodology/approach The research employs a mixed-methods approach. First, a qualitative case study of a state-owned enterprise in China was conducted, involving in-depth interviews, and document analysis. The data were analyzed using a three-stage grounded theory coding process. Subsequently, a quantitative three-wave, multi-source survey was administered to 612 employee-supervisor dyads from various industries in China to empirically test the proposed hypotheses. Findings The research finds that task-oriented leadership fosters positive emotions in employees, encouraging greater knowledge sharing and enhancing creative ideas, while low-relationship-oriented leadership intensifies negative emotions, leading to increased knowledge hiding behaviors and reduced creative ideas. Originality/value It highlights the importance of perceived power and introduces a perspective on how power perception influences employees’ motivations through fairness, thereby enhancing our understanding of the motivational effects of psychological power.