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The authors mobilise stewardship theory, which delves into trust and collaboration dynamics, advocating for long-term gains through actions beneficial to the broader community. Used as a fundamental framework to conceptualise the model, stewardship theory enhances the understanding of the effect of purchasing social responsibility (PSR) practices to foster innovativeness and performance through the supply chain (SC). This study aims to examine the relationship between PSR, SC innovativeness (SC-INNO) and SC operational performance (SCOP). In addition, the moderating effect of sustainability labels on these relationships will be studied.

Based on survey data from 177 organisations analysed through partial least square structural equation modelling, the results suggest that PSR has a positive and significant effect on SC-INNO and SCOP. In addition, SC-INNO plays a partial mediation role since the direct effect between PSR and SCOP is validated. Furthermore, the moderating effects of holding a sustainability label and industry type about PSR and SCOP are supported.

The results indicate a significant positive influence of PSR on both SC-INNO and operational performance. SC-INNO is found to partially mediate the PSR–SCOP relationship. Moreover, sustainability labels and industry type significantly moderate the effects of PSR on SCOP.

The findings extend stewardship theory into the sustainable purchasing and supply management field by providing empirical support for PSR as a reflection of stewardship behaviours by fostering innovation and performance throughout the SC.

The study evaluates the complexities of brand value co-creation among stakeholders within B2B ecosystems. This exploration is critical due to identified gaps in existing literature regarding B2B branding models, especially in the context of strategic decision-making within emerging economies, taking an emerging market as a prime example.

The study employs qualitative dyadic interviews to gain deeper insights into the B2B value co-creation process. These interviews center on understanding the intricacies of brand value co-creation between retail chain distributors and private label producers, specifically in the Tunisian market.

Findings reveal the paramount importance of resource sharing and the cultivation of strong interpersonal relationships. The results show the role of comprehensive contracts as a foundation for enduring collaboration across various facets, including product development, pricing strategies, branding initiatives and market positioning.

While the research offers pivotal insights into the Tunisian market, it is essential to acknowledge its context-specific nature. This underscores the imperative for broader studies encompassing diverse emerging markets to generalize the findings.

The findings of this study provide helpful insights for retailers and private brand manufacturers in emerging countries, allowing them to improve their business strategies and adapt their operations. Marketers in the B2B area can consider the factors underlined by our study when formulating their collaborative relations with current and potential business partners, especially in the North African region.

While numerous studies have spotlighted the service-dominant logic in brand value co-creation, this research systematically evaluates the interactions and relationships between primary stakeholders, highlighting modern business-to-business models.