The purpose of this study is to investigate the effect of innovation capability on business sustainability in Nigerian small and medium-sized enterprises (SMEs), as well as consider the effects of organizational resilience, sustainable competitive advantage, and environmental dynamism as mediators in succession. A quantitative approach was adopted to collect data from 401 employees in SMEs in the Lagos Metropolitan Area of Nigeria. We conducted the analysis of the collected data using the partial least squares approach (PLS-SEM). This research establishes that innovation capabilities are beneficial for ensuring business sustainability. The findings further corroborate the importance of sustainable competitive advantage and environmental dynamism for business sustainability. Finally, the results show that environmental dynamism is important for helping small business owners sustain their businesses and increase their innovation capabilities. Similarly, the indirect paths also showed that resilience organizations, like SMEs, play a role in the paradigm. However, businesses can benefit from this study’s findings by crafting strategies that adapt more quickly to changing market dynamics and capitalize on emerging possibilities. This way, businesses may take the necessary measures to stay ahead of the competition while guaranteeing sustainability. Even though the heuristic model emphasizes originality, the current research on how to successfully link innovative capacity to sustainability and build sustainability in dynamic environments is sparse.

The expansion of brands through new product lines in the fiercely competitive fast-moving consumer goods (FMCG) industry is aimed at bolstering companies’ brands and market share while catering to customer preferences. In creating FMCG value chains and fostering company sustainability, companies need to have a strong grasp of the interplay between the company’s brand strategies and customer loyalty. This study investigated how brand trust mediates the effect of brand extension strategies on customer loyalty among people in Lagos State metropolis, Nigeria, who buy a variety of FMCG. Data were collected from 293 respondents via an online survey and analyzed using partial least squares structural equation modeling. The analysis revealed that brand familiarity (β = 0.376; p < 0.05), similarity (β = 0.397; p < 0.05), and reputation (β = 0.392; p < 0.05) are the strategies adopted in brand extension. It was found that brand extension strategy positively influences brand trust (β = 0.659; p < 0.05), while customer loyalty is positively impacted by brand trust (β = 0.585; p < 0.05). Besides, the results showed that brand trust mediates the relationship between brand extension strategies and сustomer loyalty (β = 0.385; p < 0.05). These results suggest that satisfaction with and trust in a specific product brand can significantly enhance the likelihood of repeat purchases by customers.

Workers’ well-being is significantly influenced by the presence of clear and firm policies. This study examines the profound impact of members’ understanding of role ambiguity (ROA) on emotional demand and the pivotal role of trust in management in influencing turnover, as outlined in the job demand-resources model. The study, which purposefully selected 290 public sector employees from Lesotho, utilized a structured research instrument and analyzed the results using partial least squares structural equational modeling (PLS-SEM). The findings, in line with the hypotheses, reveal that role ambiguity significantly contributes to both emotional demands and employees’ intentions to quit. Furthermore, the results demonstrate that emotional demands act as a mediator in the relationship between ROA and intention to quit. Trust in management also plays a moderating role in the relationship between role ambiguity and intention to quit, with a negligible effect on the link between ROA and emotional demand. This interaction between work-related demands and available resources deviates from the core principles of the JD-R model. The novel concept that trusts in management can influence employees’ plans to leave, even in the face of role ambiguity, was swiftly embraced by the public service sector and government ministry managers in Lesotho. This acceptance highlights the practical applicability of the JD-R model, which suggests that workers can effectively manage demanding and unfavorable aspects of work, such as job ambiguity, by having sufficient access to valuable resources.

The purpose of this study is to investigate the effect of innovation capability on business sustainability in Nigerian small and medium enterprises (SMEs), as well as consider the effects of organizational resilience, sustainable competitive advantage, and environmental dynamism as mediators in succession. The researchers adopted a quantitative approach and collected data from 401 employees in SMEs in the Lagos Metropolitan Area of Nigeria. We conducted the analysis of the collected data using the partial least squares approach (PLS-SEM). The researcher established that innovation capabilities are beneficial in ensuring business sustainability. Findings further corroborated the importance of sustainable competitive advantage and environmental dynamism for business sustainability. Finally, the results showed that environmental dynamism is important for helping small business owners keep their businesses sustained and increase their innovation capabilities. Similarly, the indirect paths also showed that resilience organizations like SMEs play a role in the paradigm. However, businesses can benefit from this study's findings by crafting strategies that adapt more quickly to changing market dynamics and capitalize on emerging possibilities. This way, businesses may take the necessary measures to stay ahead of the competition while guaranteeing sustainability. Even though the heuristic model emphasizes originality, current research on how to successfully link innovative capacity to sustainability and build sustainability in dynamic environments is sparse.

The evolution of workplace dynamics requires that organisations grasp the organisational elements capable of energising and fostering positive outcomes among their members, shifting away from the conventional static hierarchy of formal roles and spans of control (Ferguson, Ronayne & Rybacki, 2014). Organisations need to envisage the characteristics that lead to efficacious management of the environment and stimulate employees to act independently and shape their environment and careers. Effective leadership is critical for organisational growth and stability (Judge & Kammeyer-Mueller, 2011).