Driving business performance through green intellectual capital and ambidexterity: the role of organisational resilience and institutional pressures

This study investigates the impact of green intellectual capital and green ambidexterity on business performance, drawing upon dynamic capability and institutional theory. It also explores the mediating role of organisational resilience and the moderating effect of institutional pressures. Survey data from 276 managers/owners of hotels and travel agencies in Egypt were analysed using PLS-SEM. Findings reveal direct and indirect effects of green intellectual capital and green ambidexterity on business performance, mediated by organisational resilience. Institutional pressure moderated the connection between organisational resilience and business performance. However, the moderated mediation effect of institutional pressure was deemed insignificant. This study emphasises the pivotal role of management in navigating business performance amidst varying levels of institutional pressure. The study provides insights into the critical role of management in driving business performance under varying levels of IP. The study argued that business managers can develop resilience by actively leveraging green intellectual capital and ambidexterity, thereby turning environmental and institutional challenges into opportunities for outstanding environmental, operational, and economic outcomes. This study employs green intellectual capital and ambidexterity as dynamic capabilities and uniquely integrates dynamic capability and institutional theory to demonstrate how they foster business performance by supporting organisational resilience under varying institutional pressures.