• Human resource slack, sustainable innovation and environmental performance of small and medium-sized enterprises in sub-Saharan Africa

      Adomako, Samuel; Nguyen, N.P. (2020-12)
      Despite the burgeoning interests in the environmental strategy, there is a limited understanding of how human resource slack drives sustainable innovation and environmental performance. This paper contributes to filling this gap by examining the effect of human resource slack on sustainable innovation and its impact on environmental performance. Besides, this paper investigates the contingent effects of intangible resource advantage on this relationship. The hypotheses are tested using data from 301 small and medium‐sized enterprises in Ghana. The results suggest that human resource slack positively relates to sustainable innovation and this relationship is moderated by intangible resource advantage. Also, we find that sustainable innovation mediates the relationship between human resource slack and environmental performance. The insights from our paper provide a nuanced understanding of the relationships among human resource lack, sustainable innovation, and environmental performance. Implications for theory and practices are discussed.
    • Politically connected firms and corporate social responsibility implementation expenditure in sub-Saharan Africa: Evidence from Ghana

      Adomako, Samuel; Nguyen, N.P. (Wiley, 2020-11)
      While previous research has emphasized the role of stakeholder pressures, firm‐specific factors, as well as CEO characteristics as important drivers of corporate social responsibility (CSR) implementation, our understanding of how political connections impact small and medium‐sized enterprises' (SMEs') CSR implementation expenditure is quite limited. In this study, we contribute to filling this gap by investigating the effects of political connections and CSR expenditure and explain the conditions that impact this relationship. Using data from 473 SMEs in Ghana, we find that political connections negatively influence CSR implementation expenditure. However, the negative effect is weakened when a firms' reputation and competitive CSR implementation pressures are high. Implications for theory and practice are discussed.