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This study examines green absorptive capacity as an important intervening variable that elucidates the relationship between green supply chain management (GSCM) practices (specifically, green purchasing, customer cooperation and investment recovery) and firm performance.

Drawing from the theoretical underpinnings of the natural-resource-based view theory and information processing theory, a research model is developed and tested using data obtained from 368 manufacturing firms in Ghana. Data analysis was conducted using structural equation modeling.

The results indicate that green purchasing, customer cooperation and investment recovery have a direct positive and significant effect on firm performance. Additionally, green purchasing and customer cooperation have a positive and significant effect on green absorptive capacity but investment recovery does not. Further, the results show that the paths from green purchasing and customer cooperation to firm performance are positively mediated by green absorptive capacity.

The study reveals to supply chain managers that green absorptive capacity is an important conduit through which firms can achieve enhanced firm performance from GSCM initiatives.

This study makes a contribution by integrating the absorptive capacity literature and green management literature and establishes green absorptive capacity as a mechanism through which GSCM practices enhance firm performance.

This paper examines the nexus between supply chain social capital (relational social capital and structural social capital), supply chain responsiveness (operations system responsiveness and supplier network responsiveness) and firm performance. Additionally, the study examines the mediating role of supply chain responsiveness on the relationship between supply chain social capital and firm performance.

The authors test their hypotheses on a sample of 120 firms operating in Ghana. The measurement model and hypothesized paths were assessed using partial least squares structural equation modelling.

The findings revealed that structural social capital had a significant direct effect on firm performance, but relational social capital did not. It was also revealed that both relational and structural social capital have significant effects on operations system responsiveness and supplier network responsiveness. Additionally, operations system responsiveness fully mediated the effect of relational social capital on firm performance and partially mediated the effect of structural social capital on firm performance. Supplier network responsiveness, on the other hand, partially mediated the effect of both relational and structural social capital on firm performance.

This study contributes to the limited literature on supply chain social capital by unearthing the mechanisms through which supply chain social capital enhances firm performance. Specifically, the study demonstrates the intervening role of operations system responsiveness and supplier network responsiveness in the supply chain social capital–firm performance link.