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<p>This study examines the effects of <i>green social capital</i> (green SC) and <i>green dynamic capabilities</i> (green DC) on corporate reputation in high-impact industries and the moderating role of <i>customers’ tacit environmental expectations</i> (CT) as a critical boundary condition. This study aims to provide a deeper understanding of how internal relational resources are transformed into reputational outcomes under conditions of environmental uncertainty and implicit customer demand. Survey data were collected from 398 firms in environmentally sensitive industries. The hypothesized relationships were tested using regression-based moderation analysis with the PROCESS Macro in SPSS. The results show that green SC has a positive and significant effect on green DC, which improves corporate reputation. Notably, CT strengthens the relationships between green SC and green DC and between green DC and corporate reputation. This study underscores that corporate reputation reflects observable sustainability practices and firms’ capacity to interpret and respond to stakeholder concerns. For managers and policymakers in high-impact industries, the findings underscore the importance of fostering internal social relationships and dynamic capabilities to navigate environmental complexities and build resilient corporate reputation.</p>

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Beyond Voluntary Sustainability Standards: How Green Social Capital and Green Dynamic Capabilities Shape Corporate Reputation in High-Impact Industries

  • 期刊论文

  • 发表日期：

    2026年6月3日

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  • B. M. A. S. Anaconda Bangkara,
  • Nimas Aryany Pratiwi

摘要

This study examines the effects of green social capital (green SC) and green dynamic capabilities (green DC) on corporate reputation in high-impact industries and the moderating role of customers’ tacit environmental expectations (CT) as a critical boundary condition. This study aims to provide a deeper understanding of how internal relational resources are transformed into reputational outcomes under conditions of environmental uncertainty and implicit customer demand. Survey data were collected from 398 firms in environmentally sensitive industries. The hypothesized relationships were tested using regression-based moderation analysis with the PROCESS Macro in SPSS. The results show that green SC has a positive and significant effect on green DC, which improves corporate reputation. Notably, CT strengthens the relationships between green SC and green DC and between green DC and corporate reputation. This study underscores that corporate reputation reflects observable sustainability practices and firms’ capacity to interpret and respond to stakeholder concerns. For managers and policymakers in high-impact industries, the findings underscore the importance of fostering internal social relationships and dynamic capabilities to navigate environmental complexities and build resilient corporate reputation.