This study aims to investigate the impact of green alliance management capabilities on green supply chain integration and sustainable performance through green collaborative practices, considering the moderating role of ambidexterity.
A theoretical model grounded in the resource-based view (RBV) and dynamic capabilities (DCs) theories was developed and empirically tested using structural equation modeling. Data were collected from a sample of 358 valid responses obtained from industrial enterprises operating in Portugal.
The results indicate that green alliance management capabilities positively influence green collaborative practices, which, in turn, significantly affect both green supply chain integration and sustainable performance. Moreover, the positive effect of green alliance management capabilities on green collaborative practices is stronger when organizational ambidexterity is high.
Managers should prioritize the development of green alliance management capabilities to foster knowledge exchange, innovation and long-term value creation. Encouraging green collaborative practices enhances coordination, reduces costs and strengthens supply chain resilience. For small and medium-sized enterprises, cultivating ambidexterity helps balance exploration and exploitation, thereby improving sustainability alignment and competitiveness.
This study integrates the RBV and DC perspectives to explain how alliance management capabilities translate into sustainable outcomes through collaboration. It highlights ambidexterity as a key contingency that amplifies the effects of these capabilities, offering novel insights into how collaboration and adaptability jointly foster sustainable and resilient supply chains.
