article · Business Strategy and the Environment
An empirical investigation of 234 manufacturing enterprises in Shenzhen, China, assesses how green value co-creation influences organisational resilience during the COVID-19 pandemic. The analysis evaluates the mediating function of distinct green organisational capabilities, comprising green technology development, green operations, and green transactions. The findings reveal that green value co-creation has no direct impact on an enterprise's organisational resilience. Rather, the positive effect is realised entirely through intermediate green organisational capabilities. By collaborating with customers to co-create sustainable value, manufacturing firms can effectively strengthen their operational, technological, and transaction practices, thereby reinforcing their overall organisational resilience against major external shocks.
Understanding how businesses withstand global disruptions is vital for long-term industrial stability. This research demonstrates that engaging customers in environmental initiatives only improves crisis resilience when translated into internal green operational and technological capabilities. For leadership in manufacturing, this highlights the necessity of converting external collaborative sustainability efforts into concrete organisational competencies.
The findings offer actionable strategic guidance for manufacturing executives seeking to build resilience against external shocks. While the abstract does not describe a commercial product or technical prototype, it provides applied empirical evidence. Operational adoption requires firms to establish management processes that channel customer collaboration directly into green technologies, green operations, and green transaction mechanisms to enhance operational durability.
AI-generated from the published abstract. Always read the original work before citing.
Abstract The study assessed the mediating role of green organizational capabilities (green technology development, green operations, and green transactions), in the relationship between green value co‐creation and organizational resilience among Chinese manufacturing firms, that is, firms' ability to build strong organizational resilience in response to the COVID‐19 pandemic. It focused on manufacturing firms operating within Shenzhen, a coastal city located within the Guangdong province in southeastern China. The sample comprised 234 firms. Data were analysed using a covariance‐based structural equation modeling. Findings revealed that green value co‐creation had no direct effect on organizational resilience, rather, its effect was realized indirectly through green organizational capabilities. The study concludes that manufacturing companies can augment their organizational capabilities by leveraging the knowledge of their customers through green value co‐creation to build strong organizational resilience. Theoretical and managerial implications have been provided.
This page summarises published work. The authoritative version sits with the publisher.
DOI: 10.1002/bse.3446
Is something wrong with this record? Report it or request removal.
Discussion
Have you built on this work, tried to replicate it, or seen it applied in practice? Share what you know. Verified researchers and MARATTO™ domain experts can open a discussion, and any member can reply. Contributions are reviewed before they appear.
No discussion yet. Open the first thread.
New to MARATTO™? Create a free account.
