Fuelling Organisational Capabilities for Sustainable Innovation Disruption: Performing to Be a Pioneer

ABSTRACT This study explores disruptive innovation (DI) within the context of organisational capabilities (OCs) and sustainable customer‐centric innovation performance (SCCIP). It proposes a comprehensive framework to examine (a) OC's impact on DI, (b) the relationship between DI and SCCIP and (c) DI's moderating role between OC and SCCIP. Data were collected from 829 respondents across 128 innovative firms over 10 months. Statistical methodologies were employed to validate the research hypotheses, including descriptive statistics, exploratory and confirmatory factor analyses and structural equation modelling. The results indicate that OC significantly influences DI, which in turn enhances SCCIP. Furthermore, DI moderates the relationship between OC and SCCIP. These findings provide critical insights for theoretical advancements and offer practical guidance for organisations that leverage DI for improved SCCIP. The study's implications extend to managerial strategies and decision‐making processes, highlighting OC, DI and SCCIP dynamics.