Cognitive knowledge architectures in sustainable supply chains: pathways to organizational performance

Purpose Supply chain dynamic capability offers significant potential, yet many organizations struggle to leverage it effectively. Grounded in the resource-based view (RBV), this study aims to investigate how organizations leverage sustainable supply chain practices through knowledge-based resources to improve both sustainable performance and human resource (HR) performance. Design/methodology/approach A total of 412 managers and employees from medium and large manufacturing organizations in China were surveyed, and the partial least squares structural equation modeling was used to test the proposed framework for evaluating sustainable practices and dynamic capacities to ensure success in challenging times. Findings Findings indicate that sustainable supply chain management practices exert significant positive effects on both sustainable performance and HR performance. Knowledge sharing and knowledge acquisition partially mediate these relationships, serving as complementary knowledge-based resources that translate sustainability practices into performance outcomes. Practical implications The findings of the study equip policymakers and supply chain managers of manufacturing organizations to provide insights on how to integrate knowledge, enhance decision-making and adopt sustainable operations to enhance the success and sustainability of the operations. Originality/value The study contributes to the literature by extending the RBV and highlighting the strategic significance of knowledge-related antecedents to sustainability objectives. It opens the black box of how sustainable supply chain management practices drive organizational performance.