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The aim of this paper is to characterise the association between business network and the balanced scorecard used by Malaysian small and medium enterprises (SMEs) as a method for assessing firm efficiency. The business network takes into account both the dimensions of stability and efficiency. The business network can help SMEs, with fewer resources to remain competitive. By having a secure business network, the performance of SMEs in Malaysia can be further improved. A business network can facilitate swift coordination amongst distant geographies to create new competitive advantages by accessing market segments, resources as well as building strategic business alliances.

A total of 404 sets of data collected by using stratified random sampling and structured questionnaire as an instrument. The list of SMEs collected from the Malaysia Foreign Trade Growth Corporate Directory (MATRADE) directories. Structural equation modelling (SEM) was utilised to analyse the data.

The findings show that the business network plays a role in the balanced scorecard (BSC) outcomes of Malaysian SMEs.

This article provides the owners and managers with an awareness to rapidly achieve the company's efficiency. Finally, the new article often has some consequences for decision-makers and regulators.

Amidst the challenges of globalisation and rapid technological advancements, small and medium-sized enterprises (SMEs) in the manufacturing sector are increasingly adopting smart manufacturing practices. Manufacturing SMEs in Malaysia encounter difficulties ensuring sustainability performance and maintaining green ambidexterity innovation (GAI), constrained by limited resources and other barriers. However, academic exploration of these challenges remains limited, particularly within the context of Malaysian SMEs. Thus, based on the natural-resource-based view (NRBV), contingency theory (CT) and ambidexterity paradigm, the goal of this study is to examine the influence of green entrepreneurship orientation (GEO) on corporate green performance (CGP) with the mediation of GAI and moderation of green technological turbulence (GTT) in Malaysian manufacturing SMEs.

This study follows a quantitative method, positivism paradigm, cross-sectional time horizon and structured questionnaire survey. In total, 313 validated responses from Malaysian manufacturing SMEs are analysed using partial least squares—structural equation modelling (PLS-SEM).

The empirical results reveal a positive relationship among GEO, GAI and CGP. Moreover, GAI partially mediates between GEO and CGP. However, GTT did not moderate the GEO-CGP and GEO-GAI associations in the Malaysian manufacturing SMEs context.

The findings of this research offer significant insights for academia, policymakers, entrepreneurs, manufacturing management and pertinent stakeholders in developing green manufacturing firms concerning the balance of exploitation and exploration endeavours within the context of an uncertain and volatile industry landscape while simultaneously promoting GEO, GTT and CGP.

The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of competitive strategy on company performance in general, and the influence of cost leadership and differentiation strategy on organizational performance in detail.

The research methodology was based on the PRISMA review, and thematic analysis based on an iterative process of open coding was analyzed and then the sample was analyzed by illustrating the research title, objectives, method, data analysis, sample size, variables and country.

The main factor that influenced the competitive strategy is strategic growth; strategic growth has a significant influence on competitive strategy. Furthermore, competitive strategy will boost firm network, performance measurement and organization behavior. In the same way, the internal goal factor will enhance organizational effectiveness. Also, a differentiation strategy will support management practice factors, strategic positions, product price, product characteristics and company performance.

This study contributes to the literature by identifying a framework of competitive strategy factors, company performance factors, cost leadership strategy factors, differentiation strategy factors and competitive strategy with global market factors. This study provides a complete picture and description of the resulting body knowledge in competitive strategy and organizational performance.