Navigating sustainable performance: the interplay between green dynamic capability, supply chain management, and stakeholder integration

Purpose This study examines the mediating role of green supply chain management practices in the relationship between green dynamic capability and both financial and environmental performance in small and medium-sized enterprises (SMEs) in Ghana, considering different levels of stakeholder integration. Design/methodology/approach The research employed a quantitative survey design, collecting data from 243 Ghanaian SMEs through a self-administered questionnaire. Data analysis was performed using LISREL 8.80 and Hayes's PROCESS macro with bootstrapping. Findings The findings show that the mediation hypotheses were fully supported: green supply chain management practices significantly mediated the relationship between green dynamic capability and the performance measures. Regarding the conditional indirect effects, no support was found for the hypothesis that stakeholder integration moderates the indirect effect of green dynamic capability on financial performance through green supply chain management practices. However, the results supported the hypothesis that stakeholder integration moderates the indirect effect of green dynamic capability on environmental performance through green supply chain management practices, with stronger effects observed at higher levels of stakeholder integration. These findings contribute to the literature on dynamic capabilities and stakeholder theories by offering new insights into how sustainable practices can enhance performance in SMEs in developing economies. Originality/value These findings add to the literature on dynamic capability and stakeholder theories by offering new insights into how sustainable practices can enhance performance in SMEs within developing economies.