Dynamic Capabilities and Sustainability Performance

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Received: 3 October 2022 Revised: 14 February 2023 Accepted: 2 March 2023
DOI: 10.1002/sd.2536
RESEARCH ARTICLE
Dynamic capabilities and sustainability performance:

Exploring the moderating role of environmental dynamism
in the Norwegian fishing industry
Magoti Daniel Harun | Heidi Hogset | Deodat Mwesiumo
Department of Logistics, Molde University

College-Specialized University in Logistics, Abstract
Molde, Norway
This study examines the effect of dynamic capabilities (DCs) on economic perfor-
Correspondence mance (ECOP), social performance (SOP), and environmental performance (ENVP)
Magoti Daniel Harun, Department of Logistics,
under different levels of environmental dynamism (EnvD). Based on preliminary inter-
Molde University College-Specialized
University in Logistics, P.O. Box 2110, views and survey data collected from Norwegian fishing firms, the analysis was con-
NO-6402 Molde, Norway.
ducted using partial least squares structural equation modeling and necessary
Email: [email protected]
conditions analysis. The results show that firms that acquire a set of DCs are more
Funding information
likely to improve their economic, social, and environmental sustainability perfor-
EC-Asia Research Network on Integration of
Global and Local Agri-Food Supply Chains mance. More so, firms' economic performance is a necessary condition for social per-
Toward Sustainable Food Security,
formance, but not for ENVP. Interestingly, the results show that the effect of DCs on
Grant/Award Number: 777742-GOLF-
H2020-MSCA-RISE-2017 economic and environmental sustainability performance is even stronger when the
level of EnvD is higher. However, EnvD does not have a significant effect on the rela-
tionship between DCs and social sustainability performance. Our findings provide
guidance to managers on how and when to invest in and leverage DCs to improve
sustainability performance in the food industry.
KEYWORDS
dynamic capabilities, environmental dynamism, food industry, necessary condition analysis,
SDG-14, sustainability performance
1 | I N T RO DU CT I O N generator of competitive advantage (Mwangi et al., 2021;

Rodríguez-Espíndola et al., 2022). Additionally, increasing concern
Most firms in the food industry continue to strive for sustainability about environmental and social issues in the food industry has raised
performance as it becomes increasingly important to their businesses the importance of sustainability performance (Grimm et al., 2014;
(Pagell & Shevchenko, 2014; Seuring et al., 2022). In this study, sus- Silva et al., 2021). For example, a recent report by Crippa et al.
tainability performance refers to the pursuit of economic, social, and (2021) showed that the food system is responsible for 34% of the
environmental factors, often referred to as the “triple bottom line” total greenhouse gas (GHG) emissions globally. As such, firms are
of a firm's performance (Elkington, 1998; Reuter et al., 2010). subject to strong pressure from various stakeholders to take respon-
This means that firms continue to generate profits over time sibility for their actions, possibly not only enhancing their reputation
without harming the environment or the social system (Pagell & and economic performance (ECOP) but also reducing their environ-
Shevchenko, 2014; Seuring et al., 2022). Thus, incorporating it into mental footprint (Aké, et al., 2023; Grimm et al., 2014; Luque-Vílchez
the overall business performance has been identified as a potential et al., 2023). For instance, in 2015, the reputation of firms such as
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© 2023 The Authors. Sustainable Development published by ERP Environment and John Wiley & Sons Ltd.
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2 HARUN ET AL.
Cargill, Tyson, and Yara suffered because of their contributions to However, the empirical evidence on this relationship is mixed, with
climate impact (Levitt, 2015). some studies documenting a positive relationship (e.g., Helfat &
Consequently, firms in the food industry have increased efforts Winter, 2011; Kumar et al., 2018), whereas others document insignifi-
to enable their capabilities in improving sustainability performance cant or negative results (e.g., Wilden & Gudergan, 2014). To address
(Gold et al., 2010; Laguir et al., 2022). These efforts are commend- this issue, Baía and Ferreira (2019) and Pezeshkan et al. (2016) have
able, as a recent report by McKinsey & Company on the net-zero attempted to explore the root cause of these mixed results by con-
transition (Krishnan et al., 2022) highlights that environmentally ducting systematic literature reviews. These studies, among others,
friendly practices by food producers can lead to reduced GHG emis- highlight that the relationship should be explored in terms of path
sions and job creation. Nevertheless, the food industry is rapidly dependence and not be limited to environmental dynamism (EnvD)
changing, and achieving sustainability performance requires firms to and organizational structure conditions. Although DCs and the envi-
have the necessary resources and capabilities to adapt (Gold ronment are inseparable (Helfat & Winter, 2011; Winter, 2003), it
et al., 2010; Kιrcι & Seifert, 2016; Li, 2022b). The capabilities that remains unclear how EnvD influences the link between DCs and sus-
enable firms to adapt better to change and improve performance are tainability performance. Essentially, EnvD refers to the degree of
referred to as dynamic capabilities (DCs) (Eisenhardt & Martin, 2000; instability or volatility in the business environment, such as in the mar-
Salvato & Vassolo, 2017; Teece, 2007). DCs refers to a firm's ability ket, regulations, and technology (Schilke, 2014). Few extant studies,
to purposively integrate, build, and reconfigure its resource base to (e.g., Hong et al., 2018; Kumar et al., 2018; Shang et al., 2019) have
respond to a rapidly changing environment (Eisenhardt & not fully explored this contingent role. Therefore, there is still a lack of
Martin, 2000; Teece et al., 1997). The extant literature suggests understanding of the effectiveness of DCs on sustainability perfor-
that DCs play a key role in this, as 85% of greenhouse gas emissions mance at different levels of EnvD. Therefore, it is necessary to under-
can be reduced through innovative behaviors achieved by chan- stand how the level of uncertainty in the business environment
ging resources and training programs (Krishnan et al., 2022; (i.e., EnvD) determines the effectiveness of DCs on sustainability per-
Schilke, 2014). For instance, a fishing firm's ability to shift its sourc- formance (Baía & Ferreira, 2019; Schilke et al., 2018). Plausibly, this
ing and processing strategy toward sustainable practices is an exam- helps firms understand the circumstances under which they should
ple of DCs in action. This may involve partnering with sustainable deploy DCs to maximize the benefits of the costs associated with
suppliers, reducing waste, and implementing recycling programs. their development.
Such changes could be driven by the rapidly changing technical regu- Furthermore, Seuring et al. (2022) identified nine research
lations related to sustainability in the food industry (UN 2022). themes that link firm and sustainability performance from a supply
The existing literature provides valuable insights into DCs and chain perspective. Among these themes, they noted that the rela-
sustainability performance by highlighting opportunities or gaps for tionship between the triple bottom line of performance
further research (Koberg & Longoni, 2019; Shang et al., 2019; Siems (i.e., economic, social, and environmental) has received little atten-
et al., 2021; Zhang & Zhu, 2021). For instance, previous studies tion in the current literature. For example, how a firm's social sus-
(e.g., Gruchmann et al., 2021; Siems et al., 2021) commend those DCs tainability affects ECOP and vice versa (Jyoti & Khanna, 2021;
that are indispensable for firms to change and reconfigure their Sudusinghe & Seuring, 2020; Zhou et al., 2019). In this case, Costello
resources and assets for continuous sustainability transformations, et al. (2016) forecast fishing firms' profits by 2050 and assume that
especially in a rapidly changing environment, such as the food indus- they will continue to be economically sustainable regardless of man-
try. In this case, changing and reconfiguring resources and assets agement policies; however, how this affects the social and environ-
include the process of adjusting and adapting the tools, resources, and mental sustainability dimension remains empirically unclear. Indeed,
materials a firm has at its disposal to align better with its sustainability understanding the relationships between economic performance
goals (Kιrcι & Seifert, 2016; Wang et al., 2015; Wilhelm et al., 2015). (ECOP), social performance (SOP), and environmental performance
For instance, fishing firms' ability to modify their existing fishing ves- (ENVP) is important because it provides a practical guide for firms to
sels by retrofitting the vessel with new propulsion systems, adjusting manage sustainability trade-offs (Ashby et al., 2012; Seuring
the hull design to minimize drag, or installing more efficient refrigera- et al., 2022; Winter & Michael Knemeyer, 2013). Consequently, this
tion systems to reduce energy consumption during transit study uses DCs theory (DCT) (Beske et al., 2014; Eisenhardt &
(Bergesen & Tveterås, 2019). Nevertheless, given that firms need to Martin, 2000; Winter, 2003) to empirically examine the relationship
change and reconfigure their resources and assets, this means that between DCs and sustainability performance and explore the effec-
DCs may come with costs (Schilke, 2014). These costs may arise from tiveness of DCs under conditions of EnvD. Furthermore, unlike pre-
adopting new technologies (Li, 2022b; Rueda et al., 2017), or from an vious studies (e.g., Jyoti & Khanna, 2021; Sudusinghe &
incorrect reconfiguration of existing firms' resources and assets Seuring, 2020; Zhou et al., 2019), this study uses a necessary condi-
(Zollo & Winter, 2002). Therefore, firms should consider DCs as a tion analysis (NCA) to contribute to the scholarly debate on the
strategic option when the opportunity arises to weigh the cost of interaction among the “triple bottom line” of sustainability
building them and their potential value (Schilke, 2014; Winter, 2003). (i.e., economic, social, and environmental). Indeed, this helps identify
Additionally, the existing literature provides valuable insights bottlenecks or constraints that prevent the improvement of sustain-
into the relationship between DCs and sustainability performance. ability performance in the food industry (Bokrantz & Dul, 2022).
HARUN ET AL. 3
The present study draws evidence from the fishing industry, with business environment” (Eisenhardt & Martin, 2000; Teece, 2007;
data drawn from this sector for several reasons. First, overfishing Teece et al., 1997). DCs are considered higher-order capabilities
remains a critical issue despite recent declines in the rate of overfishing, (Teece, 2014; Winter, 2003), and processes that are developed
as the rapid growth of global fish consumption drives firms to fish ille- through the use of best practices in the process of changing their col-
gally or over their allocated annual total allowable catch (TAC) to meet lective routines, resources, and assets (Baía & Ferreira, 2019;
consumer demands. Second, as indicated in the 2022 sustainable devel- Eisenhardt & Martin, 2000; Teece, 2007). Existing literature argues
opment goals (SDGs) report, the world lost 14% of its coral reefs that DCs are related to ICT infrastructure (i.e., reflexive control)
between 2009 and 2018 because of unsustainable fishing practices and (Anderson et al., 2019; Beske et al., 2014; Gruchmann et al., 2019),
the persistent flow of litter into oceans (UN., 2022). In 2021 alone, over knowledge development process (Lin & Chen, 2017; Siems
17 million tons of litter entered the oceans (UN., 2022). This highlights et al., 2021), and organizational responsiveness abilities (Ju
the importance of understanding the role of DCs in improving sustain- et al., 2016; Li & Liu, 2014). More specifically, firms acquire a bundle
ability performance in the fishing industry. Finally, the fishing industry is of DCs through learning and experience to achieve a sustainable com-
a microcosm of the rapidly changing environment that typifies many petitive advantage, whereas static capabilities appear to have diffi-
food industries, characterized by frequent changes in customer needs culty sustaining their advantage over time in a rapidly changing
and preferences, unpredictable and inadequate legislation, and the environment (Arun & Ozmutlu, 2021; Baía & Ferreira, 2019;
need for innovation (Beske, 2012; Kιrcι & Seifert, 2016; Trienekens Eisenhardt & Martin, 2000; Zollo & Winter, 2002). On the other hand,
et al., 2012). Consequently, to gather data for this study, we adminis- improving firms' sustainability performance requires changes in strat-
tered a survey questionnaire to draw a sample from the Norwegian fish- egy and structure; thus DCs are key to enabling the implementation
ing industry. Nevertheless, this was preceded by preliminary interviews. of sustainability initiatives, especially in a rapidly changing environ-
partial least squares structural equation modeling (PLS-SEM) was utilized ment (Beske, 2012).
to analyze the data and gain a more in-depth understanding of the rela- Consequently, firms possessing a set of DCs can change their
tionships between variables. Furthermore, NCA was applied to comple- resources and processes to maintain a competitive advantage over
ment the results of PLS-SEM, providing further insights into the critical time in a rapidly changing environment (Li, 2022a; Teece et al., 1997).
factors that prevent the improvement of sustainability performance. In other words, firms can sense, and seize market opportunities that
Therefore, the main contributions of this study to theory are fourfold: arise over time in turbulent environments (Shang et al., 2019). In this
The study provides empirical evidence that (1) developing DCs is important way, they can expand their market share and maintain a high level of
to improve economic, social, and ENVP in a rapidly changing environment, financial performance over time (Teece, 2007). Consequently, firms
and (2) EnvD is a condition that strengthens the effectiveness of DCs in equipped with the ability to align with customers' preferences and
improving economic, social, and ENVP. Third, our findings contribute to the demand changes can avoid the impact of demand amplification on
ongoing academic discourse on the interplay between economic, social, their ECOP (Kιrcι & Seifert, 2016). Similarly, Teece (2014) commends
and environmental sustainability. Adopting a necessary logic approach in that DCs help firms achieve superior profits by developing and pro-
contrast to previous studies (e.g., Sudusinghe & Seuring, 2020) we provide ducing innovative and unique products that meet frequent changes in
empirical evidence to support the assertion that ECOP is a necessary con- customer needs and preferences. Yu et al. (2019) found that firms
dition for social performance, but not for ENVP. To illustrate our findings, with reflexive control capabilities that enable them to continuously
we refer to the ramifications of the COVID-19 pandemic on ECOP, SOP, monitor market changes are more likely to improve their ECOP. Simi-
and ENVP. For managers, this study provides guidance on how and when larly, Li (2022a) argues that firms that acquire a bundle of DCs
to invest in and leverage DCs in the food industry. (i.e., digital transformation) leverage 90% of the relevant market data
The remainder of this study is organized as follows. First, we to improve their market share and maintain their financial perfor-
develop hypotheses, followed by the methodology used in this study. mance over time.
The findings of this study are presented in the analysis and results Moreover, GHG emissions and waste reduction are driving factors
section. Subsequently, we discuss the contribution of our findings to for firms in the food industry to incorporate environmental sustainability
theory and managers. Limitations and opportunities for future studies into their overall performance (Seuring et al., 2022). Nevertheless, devel-
are presented in the conclusion section. oping environmentally friendly products (Mahmoodi & Heydari, 2021),
using eco-friendly technologies (Li, 2022a), and reusing and recycling
packaging materials (Ji et al., 2014) appears to be the most promising
2 | LITERATURE REVIEW AND practices to achieve improved environmental sustainability performance
H Y P O T H E S E S D E V E LO P M E N T in line with GHG emission and waste reduction (Govindan et al., 2021).
The benefits of these practices can only be materialized if firms continu-
2.1 | Dynamic capabilities and sustainability ously improve their DCs (Baía & Ferreira, 2019; Li, 2022a; Teece, 2007).
performance For example, the use of “peak-shaving batteries” to power fishing vessels
in the Norwegian fishing industry (Føre et al., 2022). In this regard, DCs
DCs are defined as “the ability of a firm to purposively develop, inte- are exemplified by fishing firms' ability to modify existing assets
grate, and/or reconfigure its resource base to respond to a changing (i.e., fishing vessels) to meet environmental targets for GHG emission
4 HARUN ET AL.
reduction specified in SDG-14: Life below water. Moreover, DCs act as a changing environment. Predicated on this, previous studies
vehicle for knowledge development for employees and society at large (e.g., Eisenhardt & Martin, 2000; Girod & Whittington, 2017;
acquired through training and programs (Shang et al., 2019). Indeed, DCs Schilke, 2014; Wang et al., 2015; Wilhelm et al., 2015; Wu, 2010)
can help a firm implement social norms and meet stakeholders' expecta- argue that the success of DCs depends in part on the environmental
tions (Kumar et al., 2018). Against this backdrop, we argue that DCs forces in which those capabilities are deployed. For example, an indus-
should enable firms to change their resources and processes to increase try with a rapidly changing environment tends to present more threats
ECOP, achieve improved ENVP, and adjust to new societal settings and opportunities than an industry with a less rapidly changing envi-
(e.g., workplace guidelines, ethics, and norms) to promote social sustain- ronment (Wilhelm et al., 2015). Therefore, deploying DCs in a highly
ability. Hence, we hypothesize that: changing environment is more likely to strengthen their positive
impact on desired outcomes than deploying them in a low-changing
Hypothesis 1. Dynamic capabilities are positively environment (Eisenhardt & Martin, 2000; Wang et al., 2015). In the
related to firms' (a) economic performance, (b) social current literature, a rapidly changing environment is referred to as
performance, and (c) environmental performance. EnvD, which reflects the degree of instability or volatility in the busi-
ness environment (Baía & Ferreira, 2019; Schilke, 2014). Consistent
with previous studies (e.g., Foerstl et al., 2010; Schilke, 2014; Wilhelm
2.2 | The necessity of economic performance on et al., 2015; Zhang et al., 2021) and the context of this study, EnvD
social and environmental performance manifests through the market dynamism (MKTD) and regulatory dyna-
mism (REGD).
The ECOP of a firm is a prerequisite for improving the working condi- MKTD in the food industry is evident through various critical fac-
tions of workers and society's welfare (Sudusinghe & Seuring, 2020; tors such as rapid changes in customer preferences and needs, intense
Winter & Michael Knemeyer, 2013). For example, following the global competition, and rapid technological innovations (Beske
COVID-19 pandemic, firms that did not make profits tended to per- et al., 2014; Costello et al., 2016; Trienekens et al., 2012). However,
form poorly on social performance (Sarkis, 2020). Therefore, firms these market environment changes come with opportunities such as
tend to return more to the surrounding community and pay bonuses new markets, innovation, and new customers (Li, 2022a). Additionally,
to their employees after meeting the financial performance targets. In REGD can be exemplified by several factors, including the increased
addition, firms tend to claim social responsibility by merely complying demand of stakeholders for food safety and quality, as well as the
with laws and regulations rather than giving back to the community transnational business nature of the food industry, which results in
and paying their employees a decent salary when they are not eco- rapidly evolving legislation and regulations imposed by regulatory
nomically sustainable (Paul et al., 2006). On the other hand, a higher bodies and non-government organizations (NGOs) (Chelariu
return on investment has been associated with environmental man- et al., 2006; Manning et al., 2005). In this regard, the preservation of
agement practices, such as waste management, recycling projects, and coral reefs has necessitated frequent changes in the environmental
green products (Winter & Michael Knemeyer, 2013). A firm's financial policies, strategies, and sustainability targets imposed by relevant reg-
performance is considered a prerequisite for investing in green tech- ulatory bodies (Reuter et al., 2010). Nevertheless, while the regulatory
nologies and products, as both require large investments in financial environment may be unpredictable, it often presents new opportuni-
resources (Bouncken & Kraus, 2013). In this case, firms would only be ties, such as incentives, subsidies, and technological and financial sup-
willing to invest in greener technologies and products if they expect a port, for a firm (UN., 2022). Firms that can quickly adapt their
higher return on investment. In sum, we argue that engaging in social systems, goals, and strategies to align with new regulatory require-
and environmental sustainability requires resources; therefore, as ments are more likely to capitalize on these opportunities (Girod &
ECOP increases, firms become better able to access such resources Whittington, 2017; Wilhelm et al., 2015). Indeed, these factors pro-
and consequently increase their social and environmental sustainabil- vide the basis for a high level of EnvD thus, deploying DCs enables
ity performance. Therefore, we hypothesize that. firms to take advantage of new opportunities and change their
resources and processes, which, in turn, is likely to strengthen the
Hypothesis 2. High economic performance of a firm is positive effect on sustainability performance (Schilke et al., 2018;
necessary for increased social performance. Wang et al., 2015). One reason is that high EnvD drives firms to make
radical changes to detect and assess new opportunities and threats;
Hypothesis 3. High economic performance of a firm is and to uncover latent demands on time (Wilhelm et al., 2015; Zollo &
necessary for increased environmental performance. Winter, 2002). For example, fishing firms equipped with reflexive con-
trol capabilities are more likely to invest in traceability and tracking
systems to control food quality and increase transparency, thus meet-
2.3 | Moderating role of environmental dynamism ing stakeholder expectations (Gruchmann et al., 2019). In this regard,
firms are likely to improve their reputation which may turn out to
Teece et al.'s (1997) early work introduced a framework that links have an improved positive effect on sustainability performance. Con-
DCs to a firm's competitive advantage and performance in a rapidly sequently, the positive impact of DCs on sustainability performance
HARUN ET AL. 5
(i.e., ECOP, SOP, and ENVP) is likely to be stronger when EnvD is ecosystem-based management and strict regulations to protect
high, as the potential actions a firm can take are expanded to create marine stocks (Bertheussen & Vassdal, 2019; Lindland et al., 2019).
more value (Wang et al., 2015). As early as the 1980s, a Marine Protection Act was enacted as part
Conversely, low EnvD offers fewer opportunities and threats of the sustainability initiative to prevent the extinction of herring
(Eisenhardt & Martin, 2000; Teece et al., 1997), and incremental and Atlantic cod species in the Barents Sea. The aim was to prevent
changes in management practices (Schilke, 2014; Wilhelm overfishing of the stocks, make fish harvesting profitable, and market
et al., 2015). Indeed, firms tend to underutilize their capabilities the stocks regionally (Bertheussen & Vassdal, 2019). The country
because their goals remain the same over comparatively long periods was also the first to introduce a ban on discards in 1987
(Teece, 2014). For example, in a business environment in which the (Larsen, 2020). There are also increased innovation efforts in the
time frame for achieving zero GHG emissions is longer, the positive fishing industry (e.g., the use of modern, environmentally friendly
effect of DCs on ENVP is weaker (Foerstl et al., 2010). One reason is fishing vessels) toward improving sustainability performance (Føre
that the need for firms to adjust their actual resources is likely to be et al., 2022). For example, the use of video cameras in trawlers to
low, as firms are reluctant to make changes beyond related DCs such prevent the capture of non-targeted species, thus protecting corals
as management practices and investments (Schilke et al., 2018; and other species on the seabed. As one interviewee noted during a
Wilhelm et al., 2015). Consequently, the positive effect of DCs on preliminary interview, “…we now have equipment that allows us to
sustainability performance is comparatively weaker when it is low control the trawls much better (…) we have video cameras and all
(Schilke, 2014). Therefore, we argue that as environmental dynamics sorts of things to make sure they do not ruin the seabed, and also to
increase, the effectiveness of DCs on sustainability performance make sure we catch better when it comes to species, rather than
(i.e., ECOP, SOP, and ENVP) also increases. Given this, we anticipate catching all species…so it's different now.” Considering that the
that the positive effect of DCs on firms' sustainability performance is industry contributes more than 15% of industry innovations (Føre
stronger when EnvD is high than when EnvD is low. Therefore, we et al., 2022) and more than 7.5% of Norwegian GDP (Johansen
hypothesize as follows: et al., 2019), it is imperative to examine the effectiveness of DCs on
ECOP, SOP, and ENVP.
Hypothesis 4a. Environmental dynamism positively Using the key informant approach (Krause et al., 2018; Kull
moderates the relationship between dynamic capabili- et al., 2018; Kumar et al., 1995), in this study target informants were
ties and economic performance. owners, CEO/directors, and senior managers of fishing firms from
Norway. The reason for targeting owners, directors, and senior man-
Hypothesis 4b. Environmental dynamism positively agers as key informants is twofold: first, incorporating sustainability
moderates the relationship between dynamic capabili- into the overall performance of the firm is in the hands of the ultimate
ties and social performance. decision-makers of the firm (i.e., the owners), as it requires huge finan-
cial investments in environmentally friendly technologies (e.g., modern
Hypothesis 4c. Environmental dynamism positively fishing vessels). Second, DCs emerge through learning and experience
moderates the relationship between dynamic capabili- as firms modify their relatively stable collective routines to adapt to
ties and environmental performance. the rapidly changing environment (Zollo & Winter, 2002). As a result,
senior managers or directors are likely to be aware of the impact of
DCs because they are the ones who experience and acquire these
3 | M E TH O DO LO GY capabilities through continuous learning (Alinaghian et al., 2020;
Teece, 2014).
3.1 | Research context and sample
The sample of the present study was drawn from the Norwegian fish- 3.2 | Data collection
ing industry to test the theoretical model. The fishing industry is the
second largest industry contributing to the value of Norwegian A self-administered and electronic survey was conducted to collect
exports (Johansen et al., 2019). A recent report from NOFIMA1 data from Norwegian fisheries producers used in this study from
(Johnsen & Øystein Fjelldal, 2021) shows that the fishing industry has January 2022 to March 2022. To increase the clarity and validity of
historically created higher export value despite rapidly changing mar- the questionnaires used in the survey, preliminary interviews were
ket demands and regulations in the industry. The industry continues conducted with a sample of five fishing firms. Each interview lasted
to provide the basis for employment in much of Norway's trade approximately one hour. To make our sample sufficiently representa-
sectors. For instance, in 2020, despite the COVID-19 pandemic, tive for the survey, each case in the interviews was purposively
the industry increased the number of jobs by 2000 and increased selected to represent different fishing technologies (e.g., trawlers
export volume compared to previous years. The greater seafood vs. longliners), sizes, and geographic locations (Sarstedt et al., 2018).
export volume indeed comes with greater sustainability responsibility. Although we took a deductive approach to develop the conceptual
As part of its commitment to sustainability, Norway has implemented framework, the questionnaire was shaped by the preliminary
6 HARUN ET AL.
interviews to minimize measurement error and take into account the 3.3 | Non-response bias and common-method bias
context of this study (Dana & Dana, 2005). In addition, professionals
and industry experts were consulted in the preliminary review of the In the present study, a method recommended by Armstrong and Over-
questionnaire to ensure that it was clearly formatted and understand- ton (1977) was used to assess nonresponse bias by comparing early
able to respondents (Podsakoff et al., 2012). and late responses on focal variables. The same technique has been
After three email waves sent 2 weeks apart, we received used in other recent studies (e.g., Yu et al., 2019; Zhang & Zhu, 2021).
97 usable responses from 297 fishery producers from the Norwe- Here, a paired-samples t-test was performed to assess nonresponse
gian Seafood Council database (a response rate of 32.7%). This bias between the first and last 25% of responses (i.e., 24 each). The t-
response rate is within the conservative threshold of 30% for email test (see Table 1) yielded no statistical significance between the two
surveys (Lindemann, 2021) and consistent with previous similar groups of responses (p ≥ .05), indicating that the usable data set repre-
studies in the food industry (Graham et al., 2018). We also followed sents an unbiased sample (Armstrong & Overton, 1977). Table 1 also
minimum sample size guidelines to obtain a reasonable statistical shows the demographic profile of the study respondents. A look at the
power (80%) of our sample (Hair et al., 2022;Rigdon, 2016; Sarstedt demographic profile shows that 71% of the respondents had fewer
et al., 2018) and used the conservative inverse square root method than 50 employees, 23% had between 50 and 500 employees, and
to calculate the minimum sample size (Kock & Hadaya, 2018). The finally, 6% had more than 500 employees. The distribution is consistent
analysis of responses from the first wave (50) yielded a minimum with previous findings (Costello et al., 2016; Graham et al., 2018) that
coefficient of 0.277 at a significance level of 5%. The result means most firms in the fishing industry are small to medium-sized. Conse-
that a minimum sample of 80 observations was required to avoid quently, this distribution justifies the use of key informants for data col-
type II error. Therefore, 97 usable responses used in the final analy- lection as Kull et al. (2018) recommend its use in industries
sis are sufficient to detect an effect that exists in the underlying characterized by small- to medium-sized firms. Additionally, the demo-
population, as its nature also justifies our sample (Rigdon, 2016; graphic findings reveal that 83.5% (i.e., 80 respondents) of the firms
Sarstedt et al., 2018). have been in business for more than seven years. This confirms, in
TABLE 1 Assessing non-response bias and demographic profile
Paired sample t-test for non-response bias for focal variables
Focal variables Df Mean scores of the first 24 responses Mean scores of the last 24 responses P (T < = t) two-tail
ORGR 23 5.958 6.049 0.675
KND 23 5.750 5.802 0.837
REFC 23 5.875 5.479 0.151
REGD 23 5.903 4.924 0.076
MKTD 23 4.510 3.958 0.156
SOCP 23 4.813 4.823 0.975
ENVP 23 5.146 5.333 0.598
ECOP 23 5.567 5.400 0.603
Demographic profile
FSIZE Total response Percent Valid percent Cumulative percent

<50 69 71 71 71
50–500 22 23 23 94
>500 6 6 6 100
Total 97 100 100
Industry experience (INDUE) Total response Percent Valid percent Cumulative percent
Below 7 years 17 17.5 17.5 17.5
Above 7 years 80 82.5 82.5 100
Total 97 100 100
Job title
Owner 21 22 22 22
CEO/director 57 59 59 80
Manager 19 20 20 100
Total 97 100 100
HARUN ET AL. 7
accordance with Westhead et al. (2001), that most of these firms have Harman's single factor, a full collinearity test for all focal variables
sufficient experience in the industry to respond to questions regarding was also performed to assess the values of all VIFs in the inner
EnvD, DCs, and sustainability performance. model. All VIF values resulting from a full collinearity test are below
Although the survey was worded in clear and understandable the conservative value of 3.3, indicating that a model is free of com-
language to avoid ambiguity in the questions and minimize respon- mon method bias (Kock, 2015). The results of both Harman's single
dent fatigue (Siemsen et al., 2010), it was still necessary not to factor test and the full collinearity test suggest that the results are
ignore the assessment of common method bias in the usable dataset not inflated because common method variance is not a problem in
using a statistical approach because the data were collected from a the data.
single respondent per firm (Podsakoff et al., 2012). Harman's single
factor test and the full collinearity test are the most commonly used
approaches to assess common method bias (Kock, 2015; Podsakoff 3.4 | Measures of variables
et al., 2003). The result of Harman's single-factor test shows that a
single factor explains only 26.189% of the total variance, which is Constructs were operationalized using a deductive approach by
below the conservative threshold of 50% that confirms the absence employing the mostly used measurement items from previous studies,
of common method bias (Podsakoff et al., 2003). In addition to and few were adjusted/added through interviews to fit the present
TABLE 2 Operationalisation of variables
Variable Indicators
Knowledge development (KND) KND1: We frequently conduct internal training
KND2: We gain an advantage by combining our business knowledge with our partners' knowledge
KND3: We frequently communicate with key business partners
Reflexive control (REFC) REFC1: We have quality control mechanisms across the country
REFC2: We put sustainability labels on our products
REFC3: We have well-functioning food tracking systems with our strategic partners
Organizational responsiveness ORGR1: We rapidly respond to market changes
(ORGR) ORGR2: We strongly encourage innovative behavior
ORGR3: We frequently adjust our processes to capitalize on new opportunities
Market dynamism (MKTD) MKTD1: It is impossible to forecast market competition
MKTD2: Our customers' product preferences change quite a bit over time
MKTD3: Our product demand is unstable and unpredictable
Regulatory dynamism (REGD) REGD1: Our company often have to cope with unexpected changes in laws, rules or policies
REGD2: Unpredictable laws and regulations present problems for our sustainability performance
REGD3: Government policies, rules and regulating our industry are constantly changing
Firm's economic performance ECOP1: Our market share has improved in recent years
(ECOP) ECOP2: Our sales revenues have improved in recent years
ECOP3: Our cost effectiveness has improved in recent years
ECOP4: Our overall profitability has improved in recent years
Firm's social performance (SOCP) SOCP1: Our company's working conditions (salary, working hours) has improved in recent years
SOCP2: The participation of our company in local community development has improved in recent years
SOCP3: Our company contribution to community health and safety has improved in recent years
SOCP4: Improving the general welfare of stakeholders
Firm's environmental performance ENVP1: Our company's reduction in emissions has increased in recent years
(ENVP) ENVP2: Our material reuse and recycling has increased in recent years
ENVP3: Our company has improved in terms of marine litter/waste reduction
ENVP4: Our company has improved in terms of energy saved due to conservation and efficiency measures
Firm size (FSIZE) FSIZE: Categorical variable measured by number of employees (Below 50 employees; between 50 and 500;
above 500)
Industry experience (INDUE) INDUE: categorical variable measured by the number of years the firm has been in business (less than 7 years;
more than 7 years)
8 HARUN ET AL.
study context. A 7-point Likert scale, from 1, “strongly disagree,” to 3.4.3 | Economic performance
7, “strongly agree,” was used to evaluate the mult-item constructs.
The constructs used in the present study are operationalized below This is an endogenous and antecedent variable in the present study
and the indicators used are presented in Table 2. model. The variable was operationalized as an improvement in the
firm's financial performance evolved over the years, reflected in mar-
ket share, sales and revenue, and overall profit. It was measured using
3.4.1 | Dynamic capabilities four indicators adopted from previous studies (e.g., Guo et al., 2014;
Kumar et al., 2018; Shang et al., 2019).
This is the antecedent variable in our conceptual model. Although
the conceptualization of DCs is not consistent in the existing litera-
ture (Albort-Morant et al., 2018; Baía & Ferreira, 2019), there is 3.4.4 | Social performance
agreement that DCs are higher-order capabilities (Aslam
et al., 2018; Winter, 2003). Organizations develop their bundle of This is a dependent variable in the conceptual model. In line with
DCs through the use of best practices in the process of changing (Sudusinghe & Seuring, 2020), socialperformance (SOCP) refers to the
their collective routines, resources, and assets (Eisenhardt & improvement of human values and concerns, working conditions,
Martin, 2000; Teece, 2007). DCs are therefore considered to be diversity, and surrounding communities. To assess the outcomes of
abilities and processes, best practices, and collective routines efforts undertaken by the firm that are socially sustainable over the
(Baía & Ferreira, 2019; Teece, 2014). In this context, DCs are years, we adopted four indicators from previous studies
conceptualized as a higher-order construct (HOC) through three (e.g., Hutchins & Sutherland, 2008; Nurhayati et al., 2016; Shang
lower-order constructs (LOCs) related to IT infrastructure control et al., 2019).
capabilities (Reflexive control [REFC]), knowledge development pro-
cess (KND), and organizational responsiveness (ORGR). Consistent
with previous studies (e.g., Anderson et al., 2019; Beske et al., 2014; 3.4.5 | Environmental performance
Gruchmann et al., 2019) we define reflexive control (REFC) as capa-
bilities developed through the use of the best IT traceability and This is the dependent variable in the conceptual model, defined as the
control system that enables organizations to continuously assess firm's improvement in reducing environmental impacts or integrating
and meet sustainability requirements. Organizational responsive- environmental concerns into its collective routines and practices
ness (ORGR) is defined as an organization's ability to respond to (Sarkis et al., 2011). It is operationalized using four indicators adopted
unforeseen changes in a timely manner and reconfigure its routine from (Paulraj et al., 2014) to assess the extent of the firm's efforts to
collective actions to seize opportunities arising from the rapidly address environmental concerns over the years.
changing environment (Ju et al., 2016; Li & Liu, 2014). On the other
hand, knowledge development is defined as the firm's learning from
collective routines and practices in acquiring new knowledge to 3.4.6 | Control variables
sense new threats that stand in the way of improving sustainability
performance (Lin & Chen, 2017; Siems et al., 2021). Consistent with Firm size (FSIZE) and industry experience (INDUE) were used as con-
previous studies (Jiao et al., 2013; Kumar et al., 2018), we operatio- trol variables in the analysis. FSIZE is operationalized by the number
nalized each lower-order construct with three reflective indicators. of employees (i.e., temporary and permanent) (Wilden et al., 2013). It
is characterized in the model by a dummy variable: small (< 50
employees), medium (between 50 and 500 employees), and large
3.4.2 | Environmental dynamism (> 500 employees). There are an overwhelming number of previous
studies demonstrating the impact of FSIZE on ECOP, SOP, and
This is the moderating variable in our conceptual model. In this study, ENVP. It is plausible that larger firms are more able to manage the
EnvD is conceptualized as a higher-order construct and reflected by adjustments and new changes that result from optimizing the three
MKTD and REGD. Consistent with previous studies (e.g., Chen sustainability goals in business performance than small firms. INDUE
et al., 2018; Li & Liu, 2014; Schilke, 2014), MKTD is defined as fre- is also associated with improved sustainability performance, as it is
quent changes in customer demand and preferences and difficulties in assumed that firms with more experience have more knowledge to
predicting market changes in the food industry. On the other hand, deal with the environmental dynamics of the industry and thus
REGD is defined as rapid and unexpected changes in legislation that improve sustainability performance (i.e., ECOP, SOP, and ENVP)
regulates the food industry and the behavior of its actors concerning (Wilden et al., 2013). The construct is operationalized by the number
sustainability practices (Chelariu et al., 2006; Zhang & Zhu, 2021). In of years a firm has been in business and represented by a dummy
this study, three indicators are used for each lower-order construct, variable in the analysis model: Industry with less than 7 years of
adopted from previous studies (e.g., Chen et al., 2018; Omri, 2015; experience and Industry with seven or more years of experience in
Zhang et al., 2021). business (Westhead et al., 2001).
HARUN ET AL. 9
4 | A N A L Y S I S A N D RE S U L T S loadings values above 0.7 are recommended to provide acceptable

item reliability (Hair et al., 2018). Likewise, the values of composite
PLS-SEM was used to analyze the data using the leading software reliability and rho_A above 0.7 and 0.5 respectively are considered
SmartPLS 3 (Ringle et al., 2015). PLS-SEM is appropriate for analysis acceptable to provide internal consistency reliability (Hair
in this study for the following reasons. First, research on the interac- et al., 2022). The results of reliability and indicator loadings for all
tion between economic, social, and environmental performance is LOCs are shown in Table 3. The result in Table 3 provides support as
still at an early stage of theory development (Seuring et al., 2022). all values of indicator loadings, composite reliability and rho_A met
Thus, the framework of this study is not yet well established in the the conservative threshold of 0.7. Nevertheless, Cronbach's alpha for
existing literature, making PLS-SEM an appropriate approach for three of the constructs (KND, MKTD, and REFC) was lower than the
conducting an exploratory study (Henseler et al., 2009). Second, the recommended threshold of 0.7, with values of 0.594, 0.539, and
model under study is relatively complex because it includes higher- 0.682, respectively. However, as suggested by Hair et al. (2022), the
order constructs. PLS-SEM is the appropriate approach because it acceptable range for Cronbach's alpha in studies that include higher-
has higher statistical power and relative simplicity (Hair et al., 2013; order constructs is between 0.4 and 0.7. Given that this study is
Sarstedt et al., 2020). Third, NCA has been conducted in this study exploratory in nature, the slightly lower values of Cronbach's alpha
and according to Hair et al. (2022), PLS-SEM is suitable when a are acceptable, as all composite reliability scores are above 0.7 and
study includes follow-up analyses such as NCA that require latent AVE values are above 0.5 (Hair et al., 2018).
variable scores. Fourth and last, the final analysis included 97 obser-
vations, which is below the recommended sample size of 200 for
using CB-SEM statistical techniques such as LISREL. Thus, this 4.1.2 | Discriminant validity
makes the use of PLS-SEM more suitable for the analysis
(Cohen, 2013; Goodhue et al., 2012). Nevertheless, caution was In the present study, the presence of discriminant validity was
taken by examining the sample size to determine if it met the mini- assessed to understand the extent to which each construct is empiri-
mum requirement for achieving an acceptable statistical power of cally different from other constructs in the structural model. The
0.8 (see Section 3.2). This is important because sample size has a Fornell-Larker criterion (Fornell & Larcker, 1981; Hair et al., 2018) and
direct impact on statistical power and a small sample size increases the heterotrait-monotrait ratio of correlation (HTMT) (Henseler
the risk of committing a type II error. This type of error can result in et al., 2015) were used to assess discriminant validity. According to
misleading conclusions about the true population effect (Kock & (Fornell & Larcker, 1981), discriminant validity exists when the square
Hadaya, 2018). root of AVE's every construct is greater than its highest correction
with another construct in the structural model. This criterion is met
for all LOCs in the structural model of the present study, as shown in
4.1 | Measurement model assessment Table 4. On the other hand, according to (Henseler et al., 2015)'s
guidelines, discriminant validity is present in the structural model
The measurement model of this study consists of two constructs: when the HTMT values are less than 0.85. The HTMT values of all
DCs and EnvD as higher-order components (HOCs). Each HOC in LOCs in the present model were below the conservative threshold of
the model is measured reflectively by the lower-order components 0.85, as shown in Table 4, indicating that there is no problem with the
(LOCs). Each LOC contains three indicators to balance the assess- discriminant validity.
ment of the relationship between each LOC and the HOC (Becker
et al., 2012). All higher-order constructs (HOCs) and lower-order
constructs (LOCs) are measured reflectively, which allows the use 4.1.3 | Assessing internal consistency reliability and
of the reflective-reflective model (Hair et al., 2022). Therefore, we validity of HOCs
use the repeated indicators approach to assess the model, which
means that all items of the reflective LOCs are simultaneously The assessment of reliability and convergent validity of higher-
mapped to the HOCs in the reflective-reflective model order constructs (HOCs) relies on the path coefficient to their
(Lohmöller, 1989). The assessment of the measurement model lower-order constructs (LOCs) and the average correlations
includes internal consistency reliability, convergent validity, and between LOCs (Hair et al., 2022). Using the approach (Hair
discriminant validity. et al., 2022; Henseler et al., 2015; Sarstedt et al., 2019), the values
of AVE, Cronbach's alpha, and composite reliability for the HOCs
were manually calculated to assess whether they exhibit internal
4.1.1 | Reliability and convergent validity for LOCs consistency and convergent validity. The values of AVE are 0.582
and 0.698 for DCs and EnvD, respectively, which is above the
The present study used indicator loadings (Hair et al., 2018), compos- recommended threshold of 0.5 for a construct to exhibit conver-
ite reliability, and rho_A (Dijkstra & Henseler, 2015) to assess the gent validity (Becker et al., 2012; Henseler et al., 2009). The two
internal consistency reliability of the measurement model. The higher-order constructs, DCs and EnvD, also exhibit internal
10 HARUN ET AL.
TABLE 3 Loadings, reliability, and validity of LOCs (n = 97)
Indicators Mean Std. dev Factor loadings Cronbach's alpha rho_A Composite reliability Average variance extracted (AVE)
ECOP1 4.876 1.372 0.881 0.924 0.929 0.946 0.814
ECOP2 5.010 1.640 0.923
ECOP3 4.979 1.450 0.909
ECOP4 5.062 1.498 0.897
ENVP1 4.646 1.472 0.825 0.865 0.868 0.908 0.712
ENVP2 4.897 1.509 0.867
ENVP3 5.474 1.458 0.842
ENVP4 4.979 1.464 0.841
SOCP1 4.833 1.124 0.700 0.854 0.876 0.903 0.701
SOCP2 4.567 1.267 0.818
SOCP3 4.423 1.275 0.901
SOCP4 4.485 1.202 0.912
KND1 5.042 1.620 0.768 0.594 0.604 0.784 0.549
KND2 5.722 1.290 0.772
KND3 6.464 0.850 0.679
REFC1 4.371 1.852 0.821 0.682 0.708 0.822 0.608
REFC2 4.979 1.844 0.692
REFC3 6.134 1.433 0.819
ORGR1 6.031 1.177 0.757 0.720 0.727 0.843 0.641
ORGR2 5.835 1.274 0.820
ORGR3 5.794 1.292 0.824
MKTD1 4.031 1.767 0.676 0.539 0.569 0.759 0.514
MKTD2 3.835 1.497 0.810
MKTD3 3.490 1.726 0.655
REGD1 5.464 1.822 0.861 0.782 0.784 0.873 0.696
REGD2 5.536 1.788 0.843
REGD3 5.010 1.747 0.798
TABLE 4 Assessing discriminant validity for LOCs (n = 97)
ECOP ENVP KND MKTD REFC REGD ORGR SOCP

a
ECOP (0.902]
ENVP 0.497 (0.551)b (0.844)a
b
KND 0.188(0.240) 0.289(0.388)b (0.741)a
MKTD 0.113(0.301)b 0.167(0.311)b 0.007(0.249)b (0.717)a
b b b
REFC 0.271(0.346) 0.454(0.599) 0.400(0.598) 0.157(0.308)b (0.780)a
REGD 0.084(0.136)b 0.028(0.163)b 0.103(0.228)b 0.405(0.579)b 0.164(0.266)b (0.834)a
b b b b b
ORGR 0.340(0.407) 0.464(0.578) 0.361(0.526) 0.202(0.305) 0.372(0.489) 0.191(0.257)b (0.801)a
SOCP 0.547(0.608)b 0.556(0.642)b 0.295(0.397)b 0.221(0.398)b 0.469(0.583)b 0.152(0.197)b 0.505(0.652)b (0.837)a
a
Fornel-lacker criterion (√AVE).
b
HTMT ratio.
consistency reliability, as the composite reliability values for DCs 4.2 | Structural model estimation
and EnvD are 0.807 and 0.821, respectively, which is above the
conservative threshold of 0.7 for higher-order constructs (Hair The signs of the path coefficients (β), the magnitudes and their signifi-
et al., 2022; Henseler et al., 2009). The computation for this result cance values, the coefficient of determination (R2) and the effect sizes
is explained in detail in Appendix A. (f2), and the internal predictive relevance (Q2) were used to estimate
HARUN ET AL. 11
the structural model (Cohen, 2013; Hair et al., 2018; Henseler corresponding path coefficient (0.282) is positive and significant at
et al., 2009). To this end, bootstrapping with 10,000 subsamples was p ≤ .01. The hypothesis (H1b) suggested that DCs are positively asso-
used to obtain the structural model estimates, which are summarized ciated with environmental sustainability performance. The corre-
in Figure 1 and Table 5 (Hair et al., 2022). As shown in Figure 1, all sponding path coefficient (0.413) is positive and significant at p ≤ .01,
direct paths of the focal variables in the structural model are signifi- supporting the hypothesis (H1b). The same holds for the first
cant ( p ≤ .01). Similarly, all direct path coefficients are positive hypothesis (H1c), which posited that DCs are positively related to
(i.e., 0.246 to 0.413), consistent with the signs of the hypotheses (+) social sustainability performance, as the corresponding path coeffi-
in the present study. The direct paths exhibit small to moderate effect cient (0.322) is positive and significant at p ≤ .01. The second
sizes (f2), as they range from 0.096 to 0.259 (Cohen, 2013; Hair hypothesis (H2) suggested that high firm's ECOP is necessary for
et al., 2013). The R2 value for ECOP (0.292) is moderate, but for both increased social performance. Our analysis supports this hypothesis
2
environmental and social performance, the R values are substantial as the corresponding path coefficient (0.246) is positive and signifi-
(0.496 and 0.601, respectively) (Chin, 1998; Henseler et al., 2009). cant at p ≤ .01. The third hypothesis (H3) suggested that firm's ECOP
The model exhibits moderate to strong internal predictive relevance, is necessary for increased environmental performance. The hypothe-
as indicated by blindfolding-based Q2 values for economic, environ- sis is supported as the corresponding path coefficient (0.304) is posi-
mental, and social performance (0.194, 0.303, and 0.306, respectively) tive and significant at p ≤ .01. Nevertheless, these regression-based
in comparison (Henseler et al., 2009). findings do not provide empirical evidence of the necessity of ECOP
The path coefficients and their significance values were used to on social and environmental performance, rather than predicting the
test whether the hypotheses developed in this study are supported, direction, which is positive. Therefore, H2 and H3 were further
as shown in Table 5. The first hypothesis (H1a) suggested that tested using the NCA method (see Section 4.4) to draw plausible
firms that acquire a set of DCs in a rapidly changing environment conclusions. For both control variables, FSIZE and INDUE do not
such as the food industry are more likely to improve their economic appear to have a significant impact on economic, social, and environ-
sustainability performance. The results support this hypothesis as the mental performance.
FIGURE 1 Structural model estimates.

12 HARUN ET AL.
4.3 | Moderation effect analysis (β = 0.370, t = 2.847, p ≤ .01). This means that when the level of
EnvD is increased by one standard deviation unit, the effect of DCs
Regarding the fourth hypothesis (H4a), (H4b), and (H4c), we investi- on ECOP increases to 0.652 (0.282 + 0.370), with a large effect size
gated the impact of EnvD on the DCs - ECOP, SOP, and ENVP rela- (0.205) by comparison (Hayes, 2015; Henseler & Fassott, 2010), as
tionship. This study followed the guidelines (Becker et al., 2018; shown in Figure 2a. Hence, the fourth hypothesis (H4a) is supported.
Hayes, 2015; Henseler & Fassott, 2010; Memon et al., 2019;) to eval- Further, the effect of DCs on environmental sustainability perfor-
uate the moderation effects. In this study, the product indicator mance was significantly positively strengthened (β = .280, t = 2.207,
approach with standardized values was used to test the moderating p ≤ .05) when firms face an increasing level of EnvD. Thus, when the
effect in PLS-SEM smartPLS 3 (Becker et al., 2018). The product indi- level of EnvD increases by one standard deviation unit, the effect of
cator approach is appropriate because of the reflective-reflective DCs on environmental performance increases to 0.693 (0.413
model and the continuous moderator used in this study (Memon + 0.280), with a large effect size (0.147) by comparison (Cohen, 2013;
et al., 2019). Path coefficients (β) and their significance values ( p) and Henseler & Fassott, 2010), as shown in Figure 2b. Therefore, the sec-
effect sizes (f2) were used to assess moderating effects (Hayes, 2015). ond fourth hypothesis (H4b) is supported.
The results, summarized in Table 6 and presented in Figure 2a–c, Finally, we examined whether the effects of DCs on social sus-
show that the effectiveness of DCs in improving firms' economic, tainability performance depend on the degree of EnvD. Surprisingly,
social, and environmental sustainability performance varies with the the results (see Table 6) show that the positive effect of DCs on social
degree of EnvD. The effectiveness of DCs on economic sustainability sustainability performance is not statistically significant (β = 0.359,
performance is significantly stronger when the level of EnvD is higher t = 1.226, p ≥ .05) when the firm operates under a higher level of
EnvD. Therefore, the third of the fourth hypothesis (H4c) could not
be supported.
TABLE 5 Structural model estimates (n = 97)
Focal variables Coefficient f2 t-value p-value

4.4 | Necessary condition analysis
H1a: DCs- > ECOP 0.282 0.096 3.741 .001***
H1b: DCs- > ENVP 0.413 0.259 5.674 .000***
Necessary conditions analysis (NCA) assumes a necessary logic that
H1c: DCs- > SOCP 0.322 0.197 4.293 .000*** aims to find out why a certain outcome does not occur when certain
H2: ECOP- > ENVP 0.246 0.095 2.688 .008*** factors or determinants are not present, rather than explaining how
H3: ECOP- > SOCP 0.304 0.187 3.872 .003*** changes in those factors change an outcome (Richter &
Control variables Hauff, 2022). For example, rather than explaining why higher firm
FIRMS- > ECOP 0.017 0.008 0.169 .865np ECOP (e.g., profitability, market growth) leads to better social per-
FIRMS- > ENVP 0.088 0.001 1.074 .283 np formance, the approach seeks to explain why there is no social per-
FIRMS- > SOCP 0.119 0.006 1.574 .116 np formance (e.g., decent work environment, community engagement)
INDUE- > ECOP 0.019 0.001 0.240 .810 np in the absence of firm ECOP. This approach differs from traditional
regression-based analyzes based on sufficient logic, such as PLS-
INDUE- > ENVP 0.008 0.001 0.116 .908np
SEM, which focus on identifying the average trends of predictors
INDUE- > SOCP 0.001 0.001 0.405 .990np
that lead to optimal outcomes (Hauff et al., 2019; Richter &
R2ECOP 0.292
Hauff, 2022). In contrast to regression-based findings, NCA
R2ENVP 0.496
assumes that the absence of a single necessary condition is suffi-
R2SOCP 0.601
cient to guarantee the absence of a particular outcome and that this
Q2ECOP 0.194 cannot be compensated for by changing the values of other factors
Q2ENVP 0.303 (Dul 2016). As such, NCA is useful for identifying bottlenecks or
Q2SOCP 0.363 constraints that prevent an outcome from occurring (Dul
Note: Bootstrapping (n = 10,000), significance (two-tailed): (***significant et al., 2020; Yu et al., 2019). Therefore, the use of NCA was deemed
at p ≤ .01; & npnot significant). imperative in the present study to explore whether economic
TABLE 6 Assessment of moderation

Interaction path Coefficient f2 t-value p-value
effects
H4a: DCs x EnvD- > ECOP 0.370 0.205 2.847 .004***
H4b: DCs x EnvD- > ENVP 0.280 0.147 2.207 .027**
H4c: DCs x EnvD- > SOCP 0.359 0.329 1.226 .220 np
Note: Bootstrapping result (n = 10,000), significance (two-tailed): (***significant at p ≤ .01; & **significant
at p ≤ .05; npnot significant).
HARUN ET AL. 13
F I G U R E 2 (a) The moderating effect of environmental dynamism on the link between DCs and economic sustainability performance. (b) The
moderating effect of environmental dynamism on the link between DCs and environmental sustainability performance. (c) The moderating effect
of environmental dynamism on the link between DCs and social sustainability performance.
bottlenecks or constraints prevent social and environmental sustain- from the PLS-SEM analysis (Richter et al., 2020). The latent scores
ability performance to materialize in the food industry. Indeed, the were imported into R software, where the analysis was performed
use of both PLS-SEM and NCA provides a more comprehensive using the NCA R package version 3.1.1 (Dul, 2021). We used effect
understanding for resolving the scientific debate on the interaction sizes (d), p values, and bottlenecks to assess statistical significance
between economic, social, and environmental sustainability perfor- (see Table 7).
mance, which has been predominantly based on regression-based The result (Table 7) shows that the effect size (0.276) of the nec-
results only. essary condition of ECOP on social performance (SOCP) is moderate
Subsequently, NCA was deployed to complement the PLS-SEM and significant at p ≤ .01. This means that ECOP is a necessary con-
findings to explore whether the firm's ECOP is a necessary condition dition for a firm to achieve social performance. Thus, this supports
for achieving environmental (ENVP) and social performance (SOCP). our second hypothesis (H2) that the high ECOP of a firm is a neces-
The NCA followed the guidelines recommended by Dul (2021), and sity for an increase in social performance. Interestingly, the result
Dul et al. (2020) and were conducted using the latent variable scores shows that the effect size (0.089) of the necessary condition of
14 HARUN ET AL.
TABLE 7 The significance analysis and bottleneck
Bottleneck
Effect size
SOCP/ENVP 0 10 20 30 40 50 60 70 80 90 100
ECOPSOCP 0.285*** NN NN NN NN NN NN 50 50 63.1 91.4 100
ENVP ns
ECOP 0.089 NN NN NN NN NN NN NN NN NN 50 73.8
Note: The effect size is based on the ceiling envelopment–free disposal hull ceiling (ce-fdh). Significance testing was performed with 10,000 permutations
(***significant at p ≤ .01, ns not significant at p ≤ .05).
FIGURE 3 Ceiling line and bottlenecks.
ECOP on environmental performance (ENVP) is small and not signifi- 5 | DI SCU SSION
cant at p ≥ .05. This means that ECOP is not a necessary condition
for a firm to achieve ENVP. Thus, our third hypothesis (H3) is not The debate on whether and how DCs affect sustainability perfor-
supported. In other words, the high ECOP of a firm is not a necessity mance is still not fully addressed in the existing literature (Baía &
for an increase in ENVP. This suggests that although ECOP is suffi- Ferreira, 2019; Siems et al., 2021; Yu et al., 2019). This study provides
cient (as supported by the regression-based analysis in Section 4.2), several contributions to theory as well as actionable insights for man-
other factors such as regulations and stakeholder requirements are agers and policymakers.
more necessary to achieve ENVP. Further conditional analysis was
assessed using bottleneck scores. The results show that ECOP must
be present to achieve at least 60% of social performance. This means 5.1 | Theoretical implication
that to achieve a level of social performance beyond 60%, ECOP
must be higher than 50%. The main contributions of this study to theory are fourfold.
The NCA plots in Figure 3 illustrate the results from the bottle- First, this study provides important empirical evidence of the
neck analysis shown in Table 7. The ceiling line (i.e., CE-FDH) in both effectiveness of DCs on the ECOP, SOP, and ENVP of the fishing
Figure 3a,b separates the areas with and without observations. industry. Although the fishing industry is dominated by small and
According to Hauff et al. (2019), the size of the empty ceiling zone medium-sized enterprises, DCs appear to be important for improving
provides empirical evidence of the constraints that the determinant its sustainability performance. In contrast to previous studies (Schilke
exerts on the outcome. A larger empty ceiling zone, as shown in et al., 2018; Wu, 2010), that assumed that DCs are useful for large
Figure 3a, indicates that economic sustainability performance has a firms, this study provides evidence that possessing DCs is necessary
stronger influence on social sustainability performance and is a neces- to improve sustainability performance regardless of FSIZE.
sary condition for it to occur. Conversely, a smaller empty ceiling zone Second, despite recent efforts to examine the relationship
in Figure 3b suggests that ECOP has less impact on ENVP and is not a between DCs and sustainability performance (e.g., Kumar et al., 2018;
necessary factor for its improvement. Shang et al., 2019), there has been limited attention to the impact of
HARUN ET AL. 15
these capabilities at varying levels of EnvD. Previous studies have slowdown in firm profitability growth during the crisis, there was still
focused on the mediation of this relationship, such as in the case of an improvement in ENVP, such as a decrease in GHG emissions.
resource management capabilities (Shang et al., 2019). but the path- Nevertheless, despite the author's intriguing findings but they lacked
dependence of this relationship remains a matter of theoretical asser- empirical evidence to generalize the results. In this regard, using
tion. This study expands the current knowledge by providing empirical empirical evidence we argue that causality between the three bottom
evidence supporting a path-dependent relationship between DCs and lines of sustainability could also be influenced by industry context and
sustainability performance. The results of this study indicate that the changing environment. Since we used a novelty method for analysis
effectiveness of DCs on sustainability performance is context- (i.e., NCA), we can add to the existing scientific debate that ECOP is
dependent and varies with different degrees of EnvD. It is important not only a sufficient condition for achieving social performance but
to understand the impact of DCs on sustainability performance in dif- also a necessary one. On the other hand, ECOP is a sufficient but not
ferent degrees of EnvD as it can help firms strategically align their necessary condition for achieving ENVP, especially for those indus-
deployment of these capabilities to maximize benefits and minimize tries that focus more on natural resource conservation.
costs. Interestingly, this study found that the effect of DCs on social
sustainability performance was not dependent on EnvD. This suggests
that EnvD, as reflected in regulatory dynamics and market dynamics, 5.2 | Managerial implications
does not affect social performance as the laws and regulations gov-
erning worker diversity, labor, and community health seem to be con- For managers, the results of our study provide evidence that DCs
stant regardless of the degree of EnvD in the industry. enhance any triple bottom line of sustainability, especially in a rapidly
Third, this study differs from previous studies by investigating the changing environment. Interestingly, our results show that ECOP is a
impact of DCs on ENVP in the context of varying levels of EnvD. necessary condition for social performance. Since most of our data
Instead of relying on higher-order constructs, such as sense, seize, and come from small to mid-sized firms (97%), we recommend that man-
transformation (e.g., Shang et al., 2019; Wilden et al., 2013), this study agers of small firms prioritize ECOP while improving SOP and ENVP.
uses lower-order constructs to capture the true essence of DCs devel- In this way, the future financial stability of their firms will not be
opment. The lower-order constructs encompass abilities, strategic jeopardized. Since our results show that ECOP is not a necessary con-
routines (e.g., knowledge development), processes (e.g., organizational dition for ENVP, we recommend that managers adhere to environ-
responsiveness), and best practices (e.g., sustainability control mecha- mental policies and regulations that govern environmental
nisms). This approach provides a more nuanced understanding of the sustainability practices. In this regard, the government and other pol-
role of DCs on sustainability performance, especially in a rapidly icy makers should continue to monitor firms' compliance with envi-
changing environment. Thus, this study expands knowledge of the ronmental regulations and establish a subsidized environmental
ongoing scholarly debate on the conceptualization of DCs. practices project that encourages voluntary participation by all major
Fourth, this study expands the current knowledge to the scholarly players in the food industry. Moreover, this study highlights the
debate on the interaction of three bottom line of sustainability by degree of EnvD that managers should consider when deciding on the
using necessary logic reasoning rather than sufficient or configuration type of capabilities (dynamic vs. ordinal capabilities) they should
reasoning. Previous studies (e.g., Jyoti & Khanna, 2021; Sudusinghe & employ to achieve superior sustainability performance. This will help
Seuring, 2020; Zhou et al., 2019), have made efforts to contribute to managers to deploy relevant capabilities to achieve sustainability per-
the interaction between the three bottom lines of sustainability. How- formance and thus minimize the associated development costs.
ever, this study uses a NCA to provide further evidence for the scien-
tific debate. Thus, this is among the first studies to use NCA to build
an argument why economically sustainable firms are more likely to 6 | CONC LU SION
improve social performance but not ENVP. Since the result shows
that the firms need ECOP to improve their social performance, it is Overall, this study provides valuable insights into the role of DCs in
consistent with practitioners' understanding that firms that make driving sustainability performance in a rapidly changing environment
profits increase their ability to contribute to society much more than upon the condition of EnvD. This study commenced with the premise
when they do not make profits. Our result is exemplified by the rami- that the development of DCs is essential for firms operating in a rap-
fication of COVID-19 on sustainability performance. For instance, it idly changing environment to improve their ECOP, SOP, and ENVP.
was evident that most firms failed to create a decent work environ- This is because firms possessing DCs are more likely to exhibit innova-
ment and reduced the number of employees, while other workers tive behavior and increased responsiveness in addressing sustainabil-
were forced to accept wage cuts. We can fairly conclude that ECOP is ity issues in an ever-evolving environment.
a necessary condition for social performance. On the other hand, Eight hypotheses were therefore developed and tested using data
because the context of this study is inherently more focused on natu- from the Norwegian fishing industry, with the results confirming a
ral resource conservation (i.e., fish stocks and seabed management), positive relationship between DCs and firms' ECOP, SOP, and ENVP.
ECOP is only a sufficient condition for ENVP, not a necessary one. Additionally, the study examined the moderating effects of EnvD on
This result is consistent with Sarkis (2020)'s findings that despite the the relationship between DCs and sustainability performance. The
16 HARUN ET AL.
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20 HARUN ET AL.
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P 2
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i¼1 li
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PM PM
1016/j.ijpe.2019.07.013 i¼1 li þ i¼1 var ðei Þ
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Here, ei stands for measurement error of the LOCs i, and var (ei)
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Zhang, F., & Zhu, L. (2021). Social media strategic capability, organizational represents measurement error variance which is computed as 1-li2.
unlearning, and disruptive innovation of SMEs: The moderating roles of Therefore, composite reliability of two HOCs are computed as
TMT heterogeneity and environmental dynamism. Journal of Business follows,
Research, 133, 183–193. https://doi.org/10.1016/j.jbusres.2021.04.071 ð0:715þ0:785þ0:787Þ 2
DCs' (ρc) = ð0:715þ0:785þ0:787Þ2 þð10:715Þ2 ð10:785Þ2 þð10:787Þ2
= 0.807.
Zhou, C., Xia, W., Feng, T., Jiang, J., & He, Q. (2019). How environmental
orientation influences firm performance: The missing link of green
ð0:771þ0:895Þ2
supply chain integration. Sustainable Development, 28(4), 685–696. EnvD (ρc) = = 0.821.
ð0:771þ0:895Þ2 þð10:771Þ2 þð10:895Þ2
https://doi.org/10.1002/sd.2019
Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of
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A.3 | Cronbach's alpha for HOCs
How to cite this article: Harun, M. D., Hogset, H., & M:r
Cronbach’ s alpha ¼ : ð3Þ
Mwesiumo, D. (2023). Dynamic capabilities and sustainability 1 þ ðM 1Þ:r
performance: Exploring the moderating role of environmental
dynamism in the Norwegian fishing industry. Sustainable
Here, r represents mean correlation between LOCs. In this study
Development, 1–20. https://doi.org/10.1002/sd.2536
the HOCs had three LOCs in each (i.e., M = 3), and average correla-
tions between LOCs scores are 0.378 and 0.405 for DCs and EnvD
respectively as shown below.
Correlations between LOCs of DCs and EnvD.
APP E NDIX A: COMPUTATION OF RELIABILITY OF HIGHER-
Therefore,
ORDER CONSTRUCTS (HOCs)
KND REFC ORGR MKTD REGD

KND 1 MKTD 1
A.1 | AVE for HOCs
REFC 0.400 1 REGD 0.405 1
ORGR 0.361 0.372 1
PM 2
i¼1 li
Average 0.378 Average 0.405
AVE ¼ , ð1Þ
M
where, li and M represent loadings of the LOCs of specific HOCs and

M LOCs (i = 1, …, M). The loadings are shown in Figure 1. Using for- DCs Cronbach's alpha = 1þð331 Þ: 0:378 = 0.645.
x 0:378
mula (1) above, the AVE for DCs is 0.582 (0.7152 + 0.7852 EnvD Cronbach's alpha = 1þð221 Þ: 0:405 = 0.577.
x 0:405

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10991719, 0, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/sd.2536 by Molde University College, Wiley Online Library on [16/03/2023].

Dynamic capabilities and sustainability performance:

Magoti Daniel Harun | Heidi Hogset | Deodat Mwesiumo

Department of Logistics, Molde University

1 | I N T RO DU CT I O N generator of competitive advantage (Mwangi et al., 2021;

Sustainable Development. 2023;1–20. wileyonlinelibrary.com/journal/sd 1

TABLE 1 Assessing non-response bias and demographic profile

Paired sample t-test for non-response bias for focal variables

FSIZE Total response Percent Valid percent Cumulative percent

TABLE 2 Operationalisation of variables

4 | A N A L Y S I S A N D RE S U L T S loadings values above 0.7 are recommended to provide acceptable

TABLE 3 Loadings, reliability, and validity of LOCs (n = 97)

TABLE 4 Assessing discriminant validity for LOCs (n = 97)

ECOP ENVP KND MKTD REFC REGD ORGR SOCP

FIGURE 1 Structural model estimates.

Focal variables Coefficient f2 t-value p-value

TABLE 6 Assessment of moderation

TABLE 7 The significance analysis and bottleneck

FIGURE 3 Ceiling line and bottlenecks.

results demonstrate that DCs have a significantly positive impact on RE FE RE NCE S

KND REFC ORGR MKTD REGD

where, li and M represent loadings of the LOCs of specific HOCs and

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