Extending the consequences of entrepreneurial bricolage to competitive advantage and sustainability performance: the role of servant leadership

Abstract

Purpose This study focuses on how entrepreneurial bricolage (EB) drives both competitive advantage (CA) and sustainability performance (SP). Design/methodology/approach Relying on structural equation modeling, data were collected from 200 small and medium-sized enterprise (SME) manufacturers in Ghana. Findings The results indicate that EB drives both CA and SP positively. SL positively moderated the relationship between EB and CA, while the moderating role of SL in the relationship between EB and SP was not supported. Originality/value The study concludes that EB can enhance SP, a notion prior study grossly overlooked.