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Green innovation and green acquisition are key green marketing strategies. This paper aims to explore and compare the drivers of green acquisition and green innovation strategies firms adopt. Moreover, the moderating role of top management team (TMT) sustainability commitment is investigated.

The research model used secondary data based on 1,565 firm-year observations in the beverage and food industry in the US. The two-stage control function approach was used for data analysis.

Media attention motivates firms to pursue both green innovation and green acquisition. The TMT sustainability commitment plays a pivotal moderating role. It strengthens the link between environmental regulation stringency and green innovation but weakens the impact of media attention on green acquisition.

Managers can leverage the study’s findings to guide sustainable marketing decisions in response to environmental regulations and media scrutiny. Policymakers and investors can encourage firms to adopt more sustainable practices, helping align corporate strategies with Sustainable Development Goals 9 and 12.

Though green innovation determinants are extensively studied, most studies rely on surveys or qualitative methods rather than secondary data. Also, as an alternative to developing in-house green technologies or products, the drivers of green acquisition remain unclear despite its growing prevalence. This study addresses both gaps in the sustainable marketing literature.

With the rise in environmental concerns among the stakeholders of businesses, firms are responding with strategic environmental marketing activities designed to meet the growing demand for environmentally friendly processes, products and packaging. Part of an ongoing major research project being undertaken in Bradford Management Centre, empirically analyses the development of environmentally conscious product strategies (ECPS) in the broader framework of strategic environmental marketing. A multi‐case study approach is applied and qualitative methods are used for the data collection in the UK and Germany. The data collected are analysed in terms of strategies (corporate and product level) and structure and processes (internal and external). Suggests that companies in the UK have started internalizing the ecological externalities into their product strategies and a few of them have actually achieved success. Identifies and discusses key factors for the achievement of both environmental and commercial success of ECPS.

This paper investigates self‐service technology (SST) encounters among Canadian B2B (business‐to‐business) customers. It provides an understanding of key determinants of satisfaction and dissatisfaction. This research also explores issues relating to service recovery in case of SST failure and effects of favorable/ unfavorable SST encounters on business relationships. The study finds that B2B customers experience satisfaction from different sources as compared to B2C customers. These sources include speed, process efficiency and cost savings. Service recovery has been found to be a critical problem with regards to SST.

Customer involvement has been recognized as a key factor for successful service development. One important aspect affecting the outcome of new service development (NSD) projects in whose development customers are involved is the choice of the appropriate participating customer. This study aims to examine the effect of two customer characteristics (relational closeness and lead‐userness) on four indicators of new service performance.

The paper uses data from 102 NSD projects. Covariance‐based path analysis is used to test the model.

The results reveal that involving close customers in the NSD process has a positive direct effect on service advantage and speed to market and a positive indirect effect on market performance. The involvement of lead users, on the other hand, has a positive effect on service newness and service advantage, and a negative effect on market performance.

The focus on Spanish companies puts constraints on the generalizability of the results to other national contexts. Future research should replicate this study in different countries. Also, future research could explore more deeply the performance impact of close customers and lead users by collecting data on the roles that customers can play in NSD.

The findings from this study suggest that firms need to make conscious choices about the types of customers to involve in service innovation as different types of customers affect new service performance differently.

This study makes an original contribution by investigating the effect of customer's relational closeness and customer's lead userness on four indicators of NSD performance.