Climate change adaptation capability, business-to-business marketing capability and firm performance: Integrating institutional theory and dynamic capability view

Drawing on institutional theory and the dynamic capability view, this research explores the relationship between climate change adaptation (CCA) capability and firm performance and the mediating role of the marketing capability of a business-to-business (B2B) firm. To test the theoretical model developed in this study, data are collected from a developed country (Australia) and a developing country (South Africa) using the survey method. The study is important from two perspectives: (a) it is one of the first to analyze the impact of institutional pressures on building CCA capability, and (b) it reveals that marketing capability functions as a partial mediator and aids CCA capability in improving B2B firm performance. The unique contribution of this study is its emphasis on identifying the key elements required for exceptional B2B firm performance amid climate change. The study provides insights into the specific aspects that drive success in this setting by examining institutional pressures and B2B firms' CCA capability, marketing capability, and performance. The study contributes by employing two organizational theories (i.e., institutional theory and the dynamic capability view) to explain the underlying mechanisms underpinning improved B2B business performance amid climate change.