Based on the resource-based view and institutional theory, this study investigates the impact of their environmental management capabilities and environmental, social, and governance (ESG) pressure on the non-financial performance of small and medium-sized enterprises (SMEs). In particular, it examines the interaction effect of ESG pressures on the relationship between SMEs’ environmental management capabilities and non-financial performance. For this study, a total of 1865 SME lists were obtained through Jeonnam Techno Park and Jeonnam Small Business Job and Economy Promotion Agency. Based on this, a total of 127 questionnaires were returned as a result of a telephone, e-mail, and online survey, and finally, an empirical analysis was conducted based on 120 questionnaires. We conducted an empirical analysis of Korean SMEs and obtained the following results: First, environmental management capabilities have a significant, positive effect on SMEs’ non-financial performance. Second, ESG pressure has a significant, negative effect on the non-financial performance of SMEs. Next, we analyzed the moderating effect of ESG pressures and observed that ESG pressures strengthen the positive effect of environmental management capabilities on non-financial performance. Based on the resource-based perspective and institutional theory, this study provides meaningful academic implications by examining environmental management capabilities and ESG pressures, which have not been identified in previous studies, as factors of non-financial performance that are becoming important under the new management paradigm, such as climate change and ESG. Furthermore, while ESG pressure has a significant negative effect on non-financial performance, we find that it is a moderating variable that strengthens the relationship between SMEs’ environmental management capabilities and non-financial performance, which has useful academic and practical implications for ESG and strategic management.

Political representation is responsible for choices regarding the supply and the management of transport infrastructure, but its decisions are sometimes in conflict with the will and the general interest expressed by citizens. This situation has progressively prompted the use of specific corrective measures in order to obtain socially sustainable decisions, such as the deliberative procedures for the appraisal of public goods. The standard Stated Choice Modelling Technique (SCMT) can be used to estimate the community appreciation for public goods such as transport infrastructure; but the application of the SCMT in its standard form would be inadequate to provide an estimation that expresses the general interest of the affected community. Hence the need to adapt the standard SCMT on the basis of the operational conditions imposed by deliberative appraisal procedures. Therefore, the general aim of the paper is to outline the basic conditions on which a modified SCMT with deliberative procedure can be set up. Firstly, the elements of the standard SCMT on which to make the necessary adjustments are identified; subsequently, modifications and additions to make to the standard technique are indicated; finally, the contents of an extensive program of experimentation are outlined.

Eco-friendly digital marketing strategies are crucial for Jordanian companies that want to meet environmental standards. This covers eco-friendly pricing, goods, and online cooperation. In contrast, customer concern and action are not connected, requiring true green marketing tactics. Jordan’s “Go Green” programme and the EU-EBRD’s Green Financing Facility show that sustainability boosts digital marketing. Eco-friendly branding goes beyond sustainable goods and strategic collaborations to support green causes. Consumer awareness is rising globally, especially in Asia-Pacific. Eco-friendly methods are being used to improve sustainability, employee wellbeing, and operational effectiveness. Email, social media, content, influencers, and SEO are effective digital marketing methods that increase customer involvement and reduce environmental impact. The environmental efforts of Patagonia, IKEA, Tesla, and Google are notable in Jordan. Jordanian economic modernization relies on sectoral strategies that integrate sustainability and diversity. The government is making headway in green projects, notably in energy, to meet Agenda 2030 and the Sustainable Development Goals. Environmentally responsible firms use content development, social media, and influencer marketing to create real stories and engage communities. Content marketing requires understanding the target audience, creating instructional resources, and effective distribution. Influencer marketing boosts brand awareness and engagement. Jordan suffers from resource limitations and the need for ongoing education, yet urbanisation and cultural growth are promising. Investments and government projects in green initiatives are enabling this change. Jordanians are increasingly buying eco-friendly items, which affects brand loyalty. Eco-friendly branding boosts customer views and brand awareness in Jordan, emphasising the significance of environmental responsibility in business.

This research explores the critical influence of corporate culture on small and medium-sized enterprises’ (SMEs) crisis response abilities under varied cross-cultural environments. Amid the disruptive backdrop of the COVID-19 pandemic, SMEs globally have faced unprecedented challenges. This study addresses a gap in the existing literature by conducting a cross-cultural analysis of SMEs in China, Thailand, and Germany to understand how corporate culture affects crisis management. Utilizing a competitive cultural value model, the research categorizes corporate culture into four dimensions: group culture, development culture, hierarchy culture, and rational culture. These cultural dimensions are investigated in relation to their impact on crisis response abilities. Additionally, national cultural dimensions such as individualism and uncertainty avoidance are examined as moderating variables. The findings reveal that group and development cultures positively influence crisis response abilities, enhancing organizational resilience and adaptability. Conversely, hierarchy culture negatively affects crisis management, hindering flexible response strategies. Rational culture supports structured crisis response through goal-oriented practices. National culture significantly moderates these relationships, with individualism and high uncertainty avoidance impacting the effectiveness of organizational cultural dimensions in crisis scenarios. This study offers theoretical advancements by integrating cultural dimensions with crisis response strategies and provides practical implications for SMEs striving to enhance their resilience and adaptability in a globalized business environment.