Growing detrimental effects on the bio-physical environment have been responsible for a large number of small firms to adopt a more strategic stance toward exploiting green-related opportunities. This article aims to shed light on how internal company factors help to formulate a green business strategy among small manufacturing firms, and how this, in turn, influences their competitive advantage and performance. Based on data received from 153 small Cypriot manufacturers, we propose and test a conceptual model anchored on the Resource-based View of the firm. The findings underscore the critical role of both organizational resources and capabilities in pursuing a green business strategy. The adoption of this strategy was more evident in the case of firms operating in more harmful, as opposed to less harmful, industries. The implementation of a green business strategy was found to generate a positional competitive advantage, with this association becoming stronger under conditions of high regulatory intensity, high market dynamism, high public concern, and high competitive intensity. It was also revealed that this competitive advantage is conducive to gaining heightened market and financial performance. Our study makes a fivefold contribution: it injects a theoretical perspective into a relatively atheoretic field, underlines the role of organizational resources/capabilities as drivers of eco-friendly initiatives, highlights the often neglected strategic aspects of small firms' ecological business activities, stresses the contingent role of external forces in moderating the positive impact of small firm green business strategy on competitive advantage, and focuses on the performance implications of the small firm's engagement in environmental operations.

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Despite growing concerns about environmental issues worldwide, research on the subject in the context of international marketing is virtually absent. The current study sheds light on the green aspects of exporting, using data collected from 216 exporting manufacturers. Drawing on the resource-based view and industrial organization theories, the authors show that certain organizational resources (i.e., financial, physical, and experiential) and capabilities (i.e., shared vision, cross-functional coordination, and technology sensing/response) are conducive to the deployment of an eco-friendly export marketing strategy (comprising product, price, distribution, and promotional elements). Such a strategy is more evident for exporters of industrial (vs. consumer) goods as well as for firms that sell to developed (vs. developing) countries. The results also suggest that the adoption of a green export marketing strategy has a positive effect on the firm's export performance. In addition, the authors find that the strength of the link between eco-friendly export marketing strategy and export performance is positively moderated by foreign market environmental public concern and competitive intensity.

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