Although previous research has explored the effect of strategic orientation (SO) on innovation and business performance, little attention has been paid to its effect on environmental innovation capability (EIC) and environmental sustainability performance. Drawing on the strategic marketing and dynamic capability theory, this study attempts to increase the understanding of how SO (i.e., customer orientation, competitor orientation, and technology orientation) influences the EIC, which in turn enhances supplier’s environmental sustainability performance in the context of buyer-supplier relationships. In addition, this study examines the impact of inter-functional coordination on SO and also explores the moderating role of buyers value added in the relationship between SO and EIC. Hierarchical regression analysis was performed to test hypotheses that are based on survey data collected in 127 Taiwanese information technology firms. The results show that customer orientation and technology orientation have a positive impact on the EIC, that buyers value added has a synergistic effect on the impact of competitor orientation on EIC, that inter-functional coordination has a positive impact on SO, and that EIC mediates the relationship between SO and environmental sustainability performance.

Purpose: Drawing on the theoretical model of ability–motivation–opportunity (AMO), the author conceptualizes joint learning as the ability, relational capital as motivation and co-production as an opportunity. The purpose of the study is to explore whether joint learning, relational capital and co-production, representing the constituents of the AMO, can enhance customer responsiveness.Design/methodology/approach: The authors explore three possible configurations of the AMO framework, the additive model (primary effect), the combination model (two-way interactions) and the multiplicative model (a three-way interaction). The model is empirically tested by collecting primary data from 149 manufacturers in the information technology industry from Taiwan. In addition, hierarchical regression analysis was performed to test hypotheses.Findings: The findings indicate strong support for the additive model, suggesting that joint learning, relational capital and co-production can enhance customer responsiveness, respectively. Also, the results of this study show strong support for the multiplicative model, indicating that the relationship between joint learning and customer responsiveness is positively significant only when both relational capital and co-production are high.Practical implications: Suppliers can use the findings from this study to develop their joint learning and understand how joint learning in a buyer–supplier relationship enhances customer responsiveness. Specifically, this study guides firms that seek to understand relational capital and co-production seem to support the effectiveness of joint learning.Originality/value: This study suggests that although joint learning enhances the ability to engage in customer responsiveness, the suppliers need adequate motivation and opportunity to exploit this ability entirely.