This study examines the mediating roles of resource adequacy and perceived institutional constraints in the relationship between social strategic decision speed and sustainable performance in social enterprises operating in emerging economies.
Drawing on the Dynamic Capabilities Theory, Resource-Based View, and Institutional Theory, the study employs a quantitative research design using survey data collected from 351 social entrepreneurs in an emerging economy. Partial least squares structural equation modeling (PLS-SEM) is applied to test the proposed relationships.
The results reveal that social strategic decision speed has a significant positive effect on sustainable performance. Additionally, both resource adequacy and perceived institutional constraints significantly mediate this relationship, indicating that rapid strategic decision-making enhances sustainable performance by improving organizational access to critical resources and strengthening managers’ capacity to respond effectively to institutional challenges.
The findings provide important insights for social enterprise managers, policymakers, and development organizations seeking to enhance the long-term sustainability and effectiveness of social businesses, particularly in resource-constrained and institutionally challenging environments.
This study advances the social entrepreneurship and strategic management literature by integrating the Dynamic Capabilities Theory, the Resource-Based View, and Institutional Theory into a unified framework that highlights how social strategic decision speed improves sustainable performance, with resource adequacy and perceived institutional constraints serving as complementary mediators. It offers empirical evidence from social enterprises in Ghana, contributing to the scarce literature on strategic management and sustainability in emerging economies.
