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Abstract This study investigates the complex interrelationships among sustainable transformational leadership (STL), psychological capital (PSY), social capital (SOC), and sustainable innovation ambidexterity (SIA) within China’s manufacturing sector. Drawing upon social capital theory and positive organizational behavior frameworks, the research developed and empirically tested a comprehensive model examining direct and mediating relationships among these constructs. Data were collected from 520 employees across various hierarchical levels in Chinese manufacturing organizations. Utilizing partial least squares structural equation modeling (PLS-SEM), the findings reveal that STL is significantly associated with SIA, SOC, and PSY. Furthermore, SOC significantly predicts both PSY and SIA, while PSY is significantly associated with SIA. The study contributes to existing literature by holistically understanding how leadership practices foster sustainable innovation capabilities through social and psychological mechanisms. The findings provide valuable insights for manufacturing organizations seeking to enhance their sustainable innovation capabilities while maintaining operational efficiency in an increasingly sustainability-focused business environment.
Tang et al. (Sat,) studied this question.