Blue Innovation, Environmental Strategy, and Organizational Value: The Mediating Roles of Competitive Advantage and Business Sustainability
DOI:
https://doi.org/10.47747/fmiic.v1i3.3575Abstract
This study investigates the effects of Blue Innovation and Environmental Strategy on Organizational Value through the mediating roles of Competitive Advantage and Business Sustainability among Fishermen Joint Business Groups (JBG) in Makassar City, Indonesia. Grounded in the Resource-Based View (RBV), Natural Resource-Based View (NRBV), Stakeholder Theory, and Triple Bottom Line Theory, the study examines how innovation and environmental capabilities contribute to value creation in community-based fisheries organizations operating within the blue economy framework. A quantitative research design was employed using a survey of 213 members and managers of JBGs. Data were analyzed using Structural Equation Modeling (SEM) with AMOS. The results indicate that Environmental Strategy has a positive and significant effect on Competitive Advantage, Business Sustainability, and Organizational Value. Furthermore, Competitive Advantage and Business Sustainability significantly mediate the relationship between Environmental Strategy and Organizational Value. In contrast, Blue Innovation does not significantly influence Competitive Advantage, Business Sustainability, or Organizational Value, either directly or indirectly. These findings suggest that environmental strategic capabilities play a more critical role than blue innovation in enhancing organizational value within fisheries-based organizations. The study contributes to the blue economy and sustainability literature by providing empirical evidence from community-based fisheries organizations, a context that has received limited scholarly attention. Practically, the findings highlight the importance of strengthening environmental strategies and sustainability-oriented management practices to improve competitiveness, sustainability performance, and long-term organizational value.
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