Sustainability Acculturation in Sub-Saharan African Manufacturing SMEs: Navigating the Green Transition

Abstract

Small and Medium-sized Enterprises (SMEs) are central to the industrial fabric of Sub-Saharan Africa (SSA). Yet, they confront increasing demands to implement sustainability practices originating from institutional contexts markedly different from their own. Existing research has tended to neglect the cultural and institutional negotiations inherent in this process, often framing sustainability adoption as a technical or compliance-oriented exercise rather than as a multifaceted cultural adaptation. This study proposes and empirically examines the concept of sustainability acculturation—the process by which firms align global sustainability norms with local business cultures. Drawing on Institutional Theory, the Resource-Based View, and Berry’s Acculturation Model, we present a context-specific framework, tested using a sequential explanatory mixed-methods approach: survey data from 284 manufacturing SMEs across six SSA countries, followed by 24 semi-structured interviews. Structural equation modeling reveals that international market pressure and owner–manager values are direct drivers, whereas local regulatory pressure exhibits only a weak association with deep cultural integration. Managerial commitment and organizational learning mediate these relationships, while Ubuntu values enhance social sustainability integration, and institutional voids diminish regulatory effectiveness. The model accounts for 57% of the variance in sustainability acculturation. Findings show that SSA SMEs employ distinct acculturation strategies—Integration, Assimilation, Resilient Adaptation, and Decoupling—shaped by the interplay of external pressures, internal capabilities, and contextual conditions. The study underscores the importance of culturally attuned, context-specific interventions for sustainable industrial development in SSA.