Cultural Drivers of Sustainability Performance in Emerging Economies: Understanding the Effect of Supply Chain Learning

ABSTRACT Sustainability performance in low‐income emerging economies hinges on a powerful duo: organizational culture and supply chain learning. But how do they work together—and which cultural values truly drive impact? This insightful study cracks the code, analyzing data from 308 manufacturing firms in Ghana's low‐income context through structural equation modeling (SEM) and necessary condition analysis (NCA). The findings shatter assumptions: while developmental, group, and hierarchical cultures directly boost sustainability performance, rational culture—though influential—is not a prerequisite. Even more critical? Only internal and supplier learning act as mediating forces, amplifying sustainability gains. The study's insights further show that sustainability‐driven cultural values only unlock their full potential when paired with robust supply chain learning. Flexibility‐focused cultures (developmental, group) and control‐focused cultures (mainly hierarchical) both play pivotal—but distinct—roles. Our dual‐method approach does not just confirm supply chain learning as the missing link between culture and sustainbility performance; it reveals how to strategically align culture and learning for maximum impact. For practitioners in resource‐scarce settings, there is a need to merge adaptive and structured cultural values with cross‐supply chain learning to overcome barriers and fast‐track sustainability wins. This can serve as a roadmap for turning constraints into competitive advantage.