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<p>This study investigates the interplay between operations capabilities (OC) and research and development capabilities (RC), emphasizing the influence of green initiatives (GN). While prior research has primarily explored these capabilities in isolation, the mechanisms underlying their interaction remain unclear. Moreover, the differential impacts of GN on this interplay have not been examined. Addressing these gaps, we employ a hybrid regression-neural network approach to analyze U.S. manufacturing firms, capturing synergistic rents of OC and RC across varying levels of GN. Our measure of GN is based on Newsweek’s Green Scores as a proxy for firm-level environmental engagement. Our findings reveal that: (1) the combined impact of OC and RC is distinctive rather than uniform, reflecting firm-specific resource conditions; (2) their interplay exhibits divergent synergistic effects, moving beyond conventional views of conflict versus cooperation; and (3) GN influences the OC–RC interplay asymmetrically, with effects differentiated by RC. Anchored in dynamic capabilities theory, this study advances resource management frameworks and offers actionable insights for sustainability-focused strategies.</p>

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Exploring the synergistic interplay of operations and R&D capabilities: differential impact of green initiatives

  • 期刊论文

  • 发表日期：

    2025年6月12日

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  • He-Boong Kwon,
  • Jooh Lee,
  • Brad Gilbreath

摘要

This study investigates the interplay between operations capabilities (OC) and research and development capabilities (RC), emphasizing the influence of green initiatives (GN). While prior research has primarily explored these capabilities in isolation, the mechanisms underlying their interaction remain unclear. Moreover, the differential impacts of GN on this interplay have not been examined. Addressing these gaps, we employ a hybrid regression-neural network approach to analyze U.S. manufacturing firms, capturing synergistic rents of OC and RC across varying levels of GN. Our measure of GN is based on Newsweek’s Green Scores as a proxy for firm-level environmental engagement. Our findings reveal that: (1) the combined impact of OC and RC is distinctive rather than uniform, reflecting firm-specific resource conditions; (2) their interplay exhibits divergent synergistic effects, moving beyond conventional views of conflict versus cooperation; and (3) GN influences the OC–RC interplay asymmetrically, with effects differentiated by RC. Anchored in dynamic capabilities theory, this study advances resource management frameworks and offers actionable insights for sustainability-focused strategies.