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ABSTRACT This study explores the impact of Green Knowledge Sharing (GKS) on Organizational Performance (OP), considering the mediating roles of Green Organizational Culture (GOC) and Technological Innovation (TI). Addressing current gaps in the literature, the research extends beyond sector-specific analyses and incorporates a cross-country perspective, examining 297 small and medium-sized enterprises (SMEs) in Portugal, Spain, and the United Kingdom. Additionally, this study acknowledges the influence of digital transformation in enhancing GKS, a factor often overlooked in previous research. By adopting a Structural Equation Modeling (SEM) approach, this article confirms a direct and positive effect on both OP and GOC, with GOC further influencing OP, establishing its mediating role in this relationship. However, the relationships between GKS and TI, as well as the indirect effect of GKS on OP through TI, are not supported. These findings offer theoretical advancements by broadening the conventional understanding of OP beyond financial metrics and present practical implications for SME managers, highlighting strategies to foster a green organizational culture and leverage technological innovation for sustainable performance.

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The entrepreneurial performance of new ventures operating within the sustainable open innovation paradigm remains underexplored, particularly in terms of how specific sustainability-oriented practices translate into measurable performance outcomes. Prior research has largely examined sustainability, entrepreneurship, and open innovation in isolation, offering limited empirical evidence on their combined effects at the early venture stage. To address this gap, this study analyzes panel data from 407 new ventures incubated in science and technology parks, employing regression-based panel data analysis to examine the relationships between sustainable practices, open innovation engagement, and entrepreneurial performance. The findings suggest that new ventures widely adopt sustainable materials and energy as key strategies, which significantly influence entrepreneurial performance. In contrast, support from local communities does not have a statistically significant impact. Among the sociodemographic factors tested, only the number of years participating in open innovation networks shows a significant effect on entrepreneurial performance. Theoretically, this study advances sustainable open innovation literature by empirically integrating sustainability practices into entrepreneurship performance models. From a managerial perspective, the findings offer actionable insights for entrepreneurs and incubator managers, highlighting which sustainability strategies and network engagements are most likely to yield performance benefits in new ventures.

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