Achieving sustainable competitive advantage has become increasingly complex amid intense global environmental pressures. While leadership is widely recognized as an enabler of competitiveness, little is known about how top management's green inclusive leadership fosters sustainable competitive advantage through dynamic organizational capabilities such as green shared vision and green mindfulness. Drawing on the natural resource-based view, we theorize that top management's green inclusive leadership strengthens sustainable competitive advantage in manufacturing firms through these capabilities and that internal corporate social responsibility communication reinforces these effects. Data were collected in two waves from a purposive sample of 215 middle-level managers working in Pakistan's manufacturing sector and analyzed using PROCESS macro models in SPSS. We found that green inclusive leadership directly predicts sustainable competitive advantage, and that green mindfulness, but not green shared vision, mediates this relationship. We also identify a sequential pathway in which green inclusive leadership enhances green shared vision, which subsequently fosters green mindfulness, thereby improving sustainable competitive advantage. Crucially, this sequential mediation is stronger when internal corporate social responsibility communication is high, underscoring the role of communication as a strategic organizational capability. By integrating leadership, vision, mindfulness, and communication, this study advances the natural resource-based view and demonstrates how sustainability messages shared within organizations deepen employee engagement with leadership-driven environmental strategies.

Supply chain greening has become an important direction for sustainable development. This paper develops a two-stage game model involving a traditional manufacturer, a green manufacturer, and a retailer, to investigate the fairness concerns of the green manufacturer in a supply chain. Different from previous fairness concern models that focus on a single comparison relationship, this study incorporates both horizontal fairness concern with the competing traditional manufacturer and vertical fairness concern with the retailer into a unified framework for green supply chains. The results show that when traditional and green consumers hold equal market shares, the demand and profit of the green manufacturer are consistently higher than those of the traditional manufacturer, although this advantage diminishes as green R&D efficiency decreases. Moreover, increasing bidirectional fairness concern reduces the greenness of green products and significantly affects the retailer’s profit, while its impact on manufacturers’ profits is relatively limited. The effects of bidirectional fairness concern on product pricing depend on green R&D efficiency and the competitive relationship between green and traditional products. Based on these findings, managerial insights are provided for supply chain participants.