From Compensation to Commitment: Dynamic Capabilities as Bridges to Ethical Climates in Nigerian Private Education

Abstract

In today’s dynamic environment, traditional business models often fall short. This study focuses on Nigerian private education, emphasizing human capital as a driver of competitive advantage. It examines how well-designed compensation practices foster affective commitment, cultivate an ethical climate, and enhance dynamic capabilities. The research highlights the role of equitable rewards in promoting emotional attachment, loyalty, and positive work attitudes while addressing the overlooked link between compensation and ethical business practices. By integrating these elements, the study explores how dynamic capabilities enable organizations to adapt and thrive amidst challenges. Using structural equation modeling, the findings reveal that dynamic capabilities not only directly influence affective commitment and ethical climate but also amplify the impact of strategic compensation on staff dedication. The study offers actionable insights to help Nigerian private schools build a committed, high-performing workforce, paving the way for long-term success in an increasingly competitive landscape.

Keywords

compensation and incentives affective commitment ethical climate and dynamic capabilities

Get full access to this article

View all access options for this article.

References

Albion

P. R.

Tondeur

Forkosh-Baruch

Peeraer

(2015). Teachers’ professional development for ICT integration: Towards a reciprocal relationship between research and practice. Education and Information Technologies, 20(4), 655–673. https://doi.org/10.1007/s10639-015-9401-9

Allen

N. J.

Meyer

J. P.

(1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1–18. https://doi.org/10.1111/j.2044-8325.1990.tb00506.x

Andreeva

Ritala

(2016). What are the sources of capability dynamism? Reconceptualizing dynamic capabilities from the perspective of organizational change. Baltic Journal of Management, 11(3), 238–259. https://doi.org/10.1108/bjm-02-2015-0049

Angonga

M. C.

Florah

O. M.

(2019). A theoretical account of human resource management practices, ethical work climate and employee ethical behavior: A critical literature review. Business Management Dynamics, 9(4), 2–4. https://www.researchgate.net/profile/Mercy-Oluoch/publication/338711892_A_theoretical_Account_of_Human_Resource_Management_Practices_Ethical_Work_Climate_and_Employee_Ethical_Behavior_A_Critical_Literature_Review/links/5e26c80c299bf1031e27ce3f/A-theoretical-Account-of-Human-Resource-Management-Practices-Ethical-Work-Climate-and-Employee-Ethical-Behavior-A-Critical-Literature-Review.pdf

Arend

R. J.

(2013). Ethics-focused dynamic capabilities: A small business perspective. Small Business Economics, 41(1), 1–24. https://doi.org/10.1007/s11187-012-9415-2

Arulrajah

A. A.

(2016). Contribution of human resource management in creating and sustaining ethical climate in the organisations. Sri Lankan Journal of Human Resource Management, 5(1), 31. https://doi.org/10.4038/sljhrm.v5i1.5626

Augier

Teece

D. J.

(2009). Dynamic capabilities and the role of managers in business strategy and economic performance. Organization Science, 20(2), 410–421. https://doi.org/10.1287/orsc.1090.0424

Barney

(1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108

Bentler

P. M.

(1990). Comparative fit indexes in structural models. Psychological Bulletin, 107(2), 238–246. https://doi.org/10.1037/0033-2909.107.2.238

10.

Bentler

P. M.

Bonett

D. G.

(1980). Significance tests and goodness of fit in the analysis of covariance structures. Psychological Bulletin, 88(3), 588–606. https://doi.org/10.1037/0033-2909.88.3.588

11.

Berber

Gašić

(2024). The mediating role of employee commitment in the relationship between compensation system and turnover intentions. Employee Relations: The International Journal, 46(4). https://www-emerald-com-443.web.bisu.edu.cn/insight/content/doi/10.1108/ER-05-2023-0270/full/html.

12.

Bieńkowska

Tworek

(2020). Job performance model based on employees’ dynamic capabilities (EDC). Sustainability, 12(6), 2250. https://doi.org/10.3390/su12062250

13.

Blau

(2017). Exchange and power in social life. Routledge.

14.

Borhani

Jalali

Abbaszadeh

Haghdoost

(2014). Nurses’ perception of ethical climate and organizational commitment. Nursing Ethics, 21(3), 278–288. https://doi.org/10.1177/0969733013493215

15.

Cahyadi

Cen

C. C.

Candrasa

Pratama

(2022). HR practices and corporate environmental citizenship: Mediating role of organizational ethical climate. Journal of Positive School Psychology, 6(2), 3083–3100. https://journalppw.com/index.php/jpsp/article/view/2038/1214

16.

Camelo-Ordaz

García-Cruz

Sousa-Ginel

Valle-Cabrera

(2011). The influence of human resource management on knowledge sharing and innovation in Spain: The mediating role of affective commitment. International Journal of Human Resource Management, 22(7), 1442–1463. https://doi.org/10.1080/09585192.2011.561960

17.

Chiang

Han

Chuang

(2011). The relationship between high‐commitment HRM and knowledge‐sharing behavior and its mediators. International Journal of Manpower, 32(5/6), 604–622. https://doi.org/10.1108/01437721111158224

18.

Chong

V. K.

Law

M. B. C.

(2016). The effect of a budget-based incentive compensation scheme on job performance: The mediating role of trust-in-supervisor and organizational commitment. Journal of Accounting and Organizational Change, 12(4), 590–613. https://doi.org/10.1108/JAOC-02-2015-0024

19.

Coyle-Shapiro

J. A.-M.

Morrow

P. C.

Richardson

Dunn

S. R.

(2002). Using profit sharing to enhance employee attitudes: A longitudinal examination of the effects on trust and commitment. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in Alliance with the Society of Human Resources Management, 41(4), 423–439. https://doi.org/10.1002/hrm.10052

20.

Cullen

J. B.

Parboteeah

K. P.

Victor

(2003). The effects of ethical climates on organizational commitment: A two-study analysis. Journal of Business Ethics, 46(2), 127–141. https://doi.org/10.1023/A:1025089819456

21.

Cullen

K. L.

Edwards

B. D.

Casper

W. C.

Gue

K. R.

(2014). Employees’ adaptability and perceptions of change-related uncertainty: Implications for perceived organizational support, job satisfaction, and performance. Journal of Business and Psychology, 29(2), 269–280. https://doi.org/10.1007/s10869-013-9312-y

22.

Danilwan

Pratama

(2021). The impact of the human resource practices on the organizational performance: Does ethical climate matter? Journal of Positive School Psychology, 6.3(2022), 1–16.

23.

Dawwas

M. I. F.

(2022). The relationship between HRM practices, ethical climate, and turnover intention. 15(1).

24.

DeMatteo

J. S.

Eby

L. T.

Sundstrom

(1998). Team-based rewards: Current empirical evidence. Research in Organizational Behavior, 20, 141–183.

25.

Dinc

M. S.

Huric

(2017). The impact of ethical climate types on nurses’ behaviors in Bosnia and Herzegovina. Nursing Ethics, 24(8), 922–935. https://doi.org/10.1177/0969733016638143

26.

Eisenberger

Fasolo

Davis-LaMastro

(1990). Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75(1), 51–59. https://doi.org/10.1037//0021-9010.75.1.51

27.

Faniran

Velayutham

D. K.

(2023). Effect of compensation policies on employee’s commitment in care homes northwest England UK. International Journal of Research in Human Resource Management, 5(1), 36–43. https://doi.org/10.33545/26633213.2023.v5.i1a.128

28.

Fedor

D. B.

Caldwell

Herold

D. M.

(2006). The effects of organizational changes on employee commitment: A multilevel investigation. Personnel Psychology, 59(1), 1–29. https://doi.org/10.1111/j.1744-6570.2006.00852.x

29.

Ford

D. M.

(2007). Technologizing Africa: On the bumpy information highway. Computers and Composition, 24(3), 302–316. https://doi.org/10.1016/j.compcom.2007.05.005

30.

Gao

(2016). Dynamic capabilities enhancing path: A perspective on human resource policy. In Proceedings of the 2016 4th international conference on management, education, information and control (MEICI 2016). 2016 4th international conference on management, education, information and control (MEICI 2016), Shenyang, China. https://doi.org/10.2991/meici-16.2016.194

31.

Geo-JaJa

M. A.

Zajda

(2015). Globalisation and the future of education in Africa. In Zajda

(Ed.), Second international handbook on globalisation, education and policy research (pp. 287–307). Springer. https://doi.org/10.1007/978-94-017-9493-0_17

32.

Greenberg

(1987). A taxonomy of organizational Justice theories. Academy of Management Review, 12(1), 9. https://doi.org/10.2307/257990

33.

Guerci

Radaelli

Siletti

Cirella

Rami Shani

A. B.

(2015). The impact of human resource management practices and corporate sustainability on organizational ethical climates: An employee perspective. Journal of Business Ethics, 126(2), 325–342. https://doi.org/10.1007/s10551-013-1946-1

34.

Gulzar

(2017). Understanding the relationship between HRM practices and organization performance in HDFC bank. Archives of Business Research, 5(3). https://doi.org/10.14738/abr.53.2832

35.

Hadziahmetovic

Dinc

M. S.

(2017). The mediating role of affective commitment in the organizational rewards– organizational performance relationship. International Journal of Human Resource Studies, 7(3), 105. https://doi.org/10.5296/ijhrs.v7i3.11454

36.

Hadziahmetovic

Dinc

M. S.

(2020). Linking reward types to organizational performance in Central and Eastern European universities: The mediating role of affective commitment. Journal for East European Management Studies, 25(2), 325–359. https://doi.org/10.5771/0949-6181-2020-2-325

37.

Hadziahmetovic

Dinc

M. S.

(2023). Fostering organizational performance at central and eastern European universities: The impact of knowledge creation and affective commitment. Eurasian Journal of Business and Economics, 16(31), 1–21. https://doi.org/10.17015/ejbe.2023.031.01

38.

Hair

J. F.

Black

W. C.

Babin

B. J.

Anderson

R. E.

(2010). Advanced diagnostics for multiple regression: A supplement to multivariate data analysis. Pearson Prentice and Hall Publishing.

39.

Hair

J. F.

Black

W. C.

Babin

B. J.

Anderson

R. E.

Tatham

R. L.

(2006). Multivariate data analysis (6th ed.). Pearson Prentice Hall. humans: Critique and reformulation ….

40.

Helfat

C. E.

Finkelstein

Mitchell

Peteraf

Singh

Teece

Winter

S. G.

(2009). Dynamic capabilities: Understanding strategic change in organizations. John Wiley & Sons. https://books.google.com/books?hl=en&lr=&id=u0Tuh5vixLkC&oi=fnd&pg=PR6&dq=Helfat,+C.+E.,+Finkelstein,+S.,+Mitchell,+W.,+Peteraf,+M.,+Singh,++H.,+Teece,+D.,+Winter,+S.+(2007).+Dynamic+capabilities:++Understanding+strategic+change+in+organizations.&ots=uLiX70bnvz&sig=tbGRyuDqhy_weRTdDVTKtu2qUpk

41.

Henson

R. K.

Roberts

J. K.

(2006). Use of exploratory factor analysis in published research: Common errors and some comment on improved practice. Educational and Psychological Measurement, 66(3), 393–416. https://doi.org/10.1177/0013164405282485

42.

Hsieh

H.-H.

Wang

Y.-D.

(2016). Linking perceived ethical climate to organizational deviance: The cognitive, affective, and attitudinal mechanisms. Journal of Business Research, 69(9), 3600–3608. https://doi.org/10.1016/j.jbusres.2016.01.001

43.

Bentler

P. M.

(1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling: A Multidisciplinary Journal, 6(1), 1–55. https://doi.org/10.1080/10705519909540118

44.

Huang

C.-C.

You

C.-S.

Tsai

M.-T.

(2012). A multidimensional analysis of ethical climate, job satisfaction, organizational commitment, and organizational citizenship behaviors. Nursing Ethics, 19(4), 513–529. https://doi.org/10.1177/0969733011433923

45.

Humphreys

Robin

D. P.

Reidenbach

R. E.

Moak

D. L.

(1993). The ethical decision making process of small business owner/managers and their customers. Journal of Small Business Management, 31(3), 9.

46.

Islami

(2021). How to integrate organizational instruments? The mediation of HRM practices effect on organizational performance by SCM practices. Production & Manufacturing Research, 9(1), 206–240. https://doi.org/10.1080/21693277.2021.1978007

47.

Javed

Ali Khan

Azam

Iqbal

(2010). Employees compensation and organization’s financial performance. Interdisciplinary Journal of Contemporary Research in Business, 1(9), 130–143.

48.

Jha

J. K.

Varkkey

Agrawal

Singh

(2017). Contribution of HR systems in development of ethical climate at workplace: A case study. South Asian Journal of Human Resources Management, 4(1), 106–129. https://doi.org/10.1177/2322093717705183

49.

Kareem

M. A.

Mijbas

H. A.

(2019). Mediating role of dynamic capabilities on the relationship between human resource development and organizational effectiveness. Organizacija, 52(3), 187–203. https://doi.org/10.2478/orga-2019-0012

50.

Kelly

(1991). Them and us’: Social psychology and ‘the new industrial relations. British Journal of Industrial Relations, 29(1), 25–48. https://doi.org/10.1111/j.1467-8543.1991.tb00226.x

51.

Kindström

Kowalkowski

Sandberg

(2013). Enabling service innovation: A dynamic capabilities approach. Journal of Business Research, 66(8), 1063–1073. https://doi.org/10.1016/j.jbusres.2012.03.003

52.

Komaki

J. L.

Coombs

Schepman

(1996). Motivational implications of reinforcement theory. In Steers

R. M.

Porter

L. W.

Bigley

G. A.

(Eds.) Motivation and leadership at work (pp. 34–52). McGraw-Hill.

53.

Koo

Chua

B.-L.

Lee

Han

(2020). Relationships among emotional and material rewards, job satisfaction, burnout, affective commitment, job performance, and turnover intention in the hotel industry. Journal of Quality Assurance in Hospitality & Tourism, 21(4), 371–401. https://doi.org/10.1080/1528008X.2019.1663572

54.

Kusumawati

P. A.

Samdin

Takdir

Tosepu

Saimin

Zaid

Sudayasa

I. P.

(2024). Role of affective commitment as a mediator in the relationship between the infection prevention and control committee members’ performance and work competency and compensation. Health Education and Health Promotion, 12(1), 43–46.

55.

Kuvaas

(2006). Work performance, affective commitment, and work motivation: The roles of pay administration and pay level. Journal of Organizational Behavior, 27(3), 365–385. https://doi.org/10.1002/job.377

56.

Lau

P. Y. Y.

Tong

J. L. Y. T.

Lien

B. Y.-H.

Hsu

Y.-C.

Chong

C. L.

(2017). Ethical work climate, employee commitment and proactive customer service performance: Test of the mediating effects of organizational politics. Journal of Retailing and Consumer Services, 35, 20–26. https://doi.org/10.1016/j.jretconser.2016.11.004

57.

Lazear

E. P.

(2018). Compensation and incentives in the workplace. The Journal of Economic Perspectives, 32(3), 195–214. https://doi.org/10.1257/jep.32.3.195

58.

Leithwood

Harris

Hopkins

(2020). Seven strong claims about successful school leadership revisited. School Leadership & Management, 40(1), 5–22. https://doi.org/10.1080/13632434.2019.1596077

59.

Lozano

Merrill

M. Y.

Sammalisto

Ceulemans

Lozano

F. J.

(2017). Connecting competences and pedagogical approaches for sustainable development in higher education: A literature review and framework proposal. Sustainability, 9(10), 1889. https://doi.org/10.3390/su9101889

60.

Manroop

(2015). Human resource systems and competitive advantage: An ethical climate perspective. Business Ethics: A European Review, 24(2), 186–204. https://doi.org/10.1111/beer.12069

61.

Markovits

Boer

van Dick

(2014). Economic crisis and the employee: The effects of economic crisis on employee job satisfaction, commitment, and self-regulation. European Management Journal, 32(3), 413–422. https://doi.org/10.1016/j.emj.2013.09.005

62.

Masteika

Čepinskis

(2015). Dynamic capabilities in supply chain management. Procedia - Social and Behavioral Sciences, 213, 830–835. https://doi.org/10.1016/j.sbspro.2015.11.485

63.

McCabe

D. L.

(1998). The ethical context in organizations: Influences on employee attitudes and behaviors. Psychological and Pedagogical Issues in Business Ethics, 8(3), 447–476. https://philpapers.org/rec/MCCTEC-2

64.

McWilliams

Siegel

(2000). Corporate social responsibility and financial performance: Correlation or misspecification? Strategic Management Journal, 21(5), 603–609. https://doi.org/10.1002/(SICI)1097-0266(200005)21:5<603::AID-SMJ101>3.0.CO;2-3

65.

Meyer

J. P.

Allen

N. J.

(1997a). Commitment in the workplace: Theory, research, and application. Sage Publications.

66.

Meyer

J. P.

Allen

N. J.

(1997b). Commitment in the workplace: Theory, research, and application (Nachdr.). Sage Publications.

67.

Meyer

J. P.

Smith

C. A.

(2000). HRM practices and organizational commitment: Test of a mediation model. Canadian Journal of Administrative Sciences - Revue Canadienne des Sciences de l Administration, 17(4), 319–331. https://doi.org/10.1111/j.1936-4490.2000.tb00231.x

68.

Michelon

Boesso

Kumar

(2013). Examining the link between strategic corporate social responsibility and company performance: An analysis of the best corporate citizens. Corporate Social Responsibility and Environmental Management, 20(2), 81–94. https://doi.org/10.1002/csr.1278

69.

Moghaddam

J. Y.

Akhavan

Mehralian

(2015). Intellectual capital, ethical climate and organisational performance: An interaction analysis. International Journal of Learning and Intellectual Capital, 12(3), 232. https://doi.org/10.1504/IJLIC.2015.070160

70.

Morales-Sánchez

Orta-Pérez

Rodríguez-Serrano

M. Á.

(2020). The benefits of auditors’ sustained ethical behavior: Increased trust and reduced costs. Journal of Business Ethics, 166(2), 441–459. https://doi.org/10.1007/s10551-019-04298-2

71.

Naeem

Mirza

N. H.

Ayyub

R. M.

Lodhi

R. N.

(2019). HRM practices and faculty’s knowledge sharing behavior: Mediation of affective commitment and affect-based trust. Studies in Higher Education, 44(3), 499–512. https://doi.org/10.1080/03075079.2017.1378635

72.

Namasivayam

Miao

Zhao

(2007). An investigation of the relationships between compensation practices and firm performance in the US hotel industry. International Journal of Hospitality Management, 26(3), 574–587. https://doi.org/10.1016/j.ijhm.2006.05.001

73.

Newman

Sheikh

A. Z.

(2012). Organizational commitment in Chinese small- and medium-sized enterprises: The role of extrinsic, intrinsic and social rewards. International Journal of Human Resource Management, 23(2), 349–367. https://doi.org/10.1080/09585192.2011.561229

74.

Nguyen

D. P.

Phan

L. T.

H. X.

A. N. H.

(2022). Human resource management practices in higher education: A literature review using co-word analysis. International Journal of Management in Education, 16(1), 40. https://doi.org/10.1504/IJMIE.2022.119682

75.

Park

T.-Y.

Park

Barry

(2022). Incentive effects on ethics. https://journals.aom.org/doi/abs/10.5465/annals.2020.0251

76.

Pavlou

P. A.

El Sawy

O. A.

(2011). Understanding the elusive black box of dynamic capabilities. Decision Sciences, 42(1), 239–273. https://doi.org/10.1111/j.1540-5915.2010.00287.x

77.

Ragmoun

Alwehabie

A. M.

(2020). Sustainable human resource management (SHRM) and corporate social responsibility (CSR): An integrated mediated moderation model of dynamic capabilities (DC) on family business industry. Management Science Letters, 2259–2268. https://doi.org/10.5267/j.msl.2020.3.010

78.

Rizal

Idrus

M. S.

Mintarti

(2014). Effect of compensation on motivation, organizational commitment and employee performance (studies at local revenue management in Kendari city).

79.

Ryan

R. M.

Deci

E. L.

(2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78. https://doi.org/10.1037//0003-066x.55.1.68

80.

Sabiu

M. S.

Kura

K. M.

Mei

T. S.

Raihan Joarder

M. H.

Umrani

W. A.

(2019). The mediating role of ethical climate in the relationship between performance appraisal and organizational performance. International Journal of Public Administration, 42(8), 642–653. https://doi.org/10.1080/01900692.2018.1498105

81.

Sachitra

(2020). Effect of human capital and dynamic capabilities on competitive advantage: Mediating analysis. Journal of Scientific Research and Reports, 21–32. https://doi.org/10.9734/jsrr/2020/v26i630268

82.

Sánchez

A. A.

Marín

G. S.

Morales

A. M.

(2015). The mediating effect of strategic human resource practices on knowledge management and firm performance. Revista Europea de Dirección y Economía de La Empresa, 24(3), 138–148. https://doi.org/10.1016/j.redee.2015.03.003

83.

Shafer

W. E.

(2009). Ethical climate, organizational‐professional conflict and organizational commitment: A study of Chinese auditors. Accounting, Auditing & Accountability Journal, 22(7), 1087–1110. https://doi.org/10.1108/09513570910987385

84.

Shahnawaz

M. G.

Juyal

R. C.

(2006). Human resource management practices and organizational commitment in different organizations. Human Resource Management.

85.

Sittisom

(2020). Effect of HRM practices on constructive deviance in pharmaceuticals companies: Mediating by ethical climate. Systematic Reviews in Pharmacy, 11(3). https://search-ebscohost-com-443.web.bisu.edu.cn/login.aspx?direct=true&profile=ehost&scope=site&authtype=crawler&jrnl=09758453&AN=144418859&h=GGaDGOD6tpnWn%2BIE2Vcm1DuxEvo2El87TTtGjo4abUrKWSUA1OsJ4f6akA5V1CU%2BxNuoKvXt0%2FGWSuQ2y497AA%3D%3D&crl=c.

86.

Taba

M. I.

Jillbert

Muis

Haerani

Rahmawati

(2023). Employment of business ethics typology to measure influence of owner support, ethical climate and career success on job satisfaction within small medium enterprises in Indonesia. Proceedings International Economics and Business Conference, 1(1), 285–292. https://proceedings.goodwoodconferences.com/index.php/IECON/article/view/162

87.

Tay

L.-C.

Tan

F.-Y.

Yahya

K. K.

(2017). The power of ability-motivation-opportunity enhancing human resource management practices on organizational ethical climate. International Journal of Business and Society, 18(3), 547–562. https://doi.org/10.33736/ijbs.3146.2017

88.

Teece

D. J.

Pisano

Shuen

(1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533. https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z

89.

Tucker

L. R.

Lewis

(1973). A reliability coefficient for maximum likelihood factor analysis. Psychometrika, 38(1), 1–10. https://doi.org/10.1007/BF02291170

90.

Valentine

Greller

M. M.

Richtermeyer

S. B.

(2006). Employee job response as a function of ethical context and perceived organization support. Journal of Business Research, 59(5), 582–588. https://doi.org/10.1016/j.jbusres.2005.06.004

91.

Verspoor

(2008). At the crossroads: Choices for secondary education in Sub-Saharan Africa. World Bank Publications. https://books.google.com/books?hl=en&lr=&id=CW9ZeLrnvLMC&oi=fnd&pg=PR13&dq=shifting+societal+demands+challenges+of+private+education+in+Africa&ots=71DRzma7YO&sig=zQGBVrL30XaVT6YDpkrk-kKyyMo

92.

Vroom

V. H.

(1964). Work and motivation. https://psycnet.apa.org/record/1964-35027-000

93.

Walumbwa

F. O.

Mayer

D. M.

Wang

Workman

Christensen

A. L.

(2011). Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115(2), 204–213. https://doi.org/10.1016/j.obhdp.2010.11.002

94.

Zhao

Meng

(2019). The influence of corporate social responsibility on competitive advantage with multiple mediations from social capital and dynamic capabilities. Sustainability, 11(1), 218. https://doi.org/10.3390/su11010218