ABSTRACT While green supply chain ecosystems are widely promoted, many struggle to institutionalize the transition without a self‐reinforcing capability. Drawing on the experience of Bangladesh's ready‐made garment industry, this study investigates how three interdependent strategic drivers of commerce and environment, namely, amplified market pressure, adaptive resource support, and competitive internal commitment, integrate into a single mechanism that generates a self‐reinforcing capability and embeds the transition. Using partial least squares structural equation modeling and necessary condition analysis, the study analyzes survey data from 503 Bangladeshi garment firms and from 358 Chinese manufacturers across multiple sectors to examine the operation of this mechanism and to assess its generalizability. Results show that all three strategic drivers are each essential and jointly sufficient for developing the self‐reinforcing capability, which in turn enhances environmental, economic, and resilience outcomes. Furthermore, although Chinese manufacturers operate in a different context, validation analyses indicate that the same mechanism is effective in the Chinese setting, suggesting that the mechanism is applicable across countries and contexts. This study contributes a robust and transferable mechanism for embedding long‐term sustainability into diverse manufacturing green supply chain ecosystems.
Chen et al. (Wed,) studied this question.