The present study aims to investigate the roles of agricultural firms' green dynamic capabilities (DCs) and 'motivation to achieve legitimacy' in the relationship between green intellectual capital (IC) and green innovation. We posit the 'resource-capability-outcome' model according to which green IC is an important strategic resource which helps firms to build and increase green DCs in order to achieve green innovation outcomes. The data were collected from 146 firms operating in both primary and secondary sectors. Partial least squares structural equation modelling (PLS-SEM) was used with WarpPLS 8.0 to process and analyse the data. The results indicated that green DCs serve as an important underlying mechanism and mediate the relationship between green IC and green innovation. Moreover, results also supported the moderating role of the firms' motivation to achieve legitimacy, implying that high motivation strengthens the relationship between green DCs and green innovation. However, the results did not support moderation for the relationship between green IC and green DCs.

The present study aims to examine the influence of strategic leadership and environmental uncertainty on supply chain (SC) risk in the agribusiness industry. The notion of SC risk refers to supply risk, delivery risk, and manufacturing process risk, and it is argued that these risks are an outcome of environmental uncertainty. This study postulates that strategic leadership mitigates the detrimental effect of environmental uncertainty on SC risk. On the basis of data collected from 227 agribusiness-related firms, the analysis was performed using partial least squares structural equation modelling (PLS-SEM) to test the hypothesized relationships. The findings suggest that environmental uncertainty has a direct influence on each dimension of SC risk. In addition to that, a high level of strategic leadership mitigates the impact of environmental uncertainty on supply risk and delivery risk. However, the data did not support moderation for manufacturing process risks. Findings imply that firms operating in highly uncertain environments are more prone to risks; however, high levels of strategic leadership help manage uncertainties and mitigate risks.