Received: 6 September 2019 Revised: 25 October 2019 Accepted: 11 November 2019

DOI: 10.1002/bse.2423

RESEARCH ARTICLE

Promoting corporate sustainability in small and medium-sized

enterprises: Key determinants of intermediary performance in
Africa

Samuel Howard Quartey1 | Olamide Oguntoye2

1
Department of Human Resource
Management, Central University, Ghana
2
Institute for Manufacturing, University of
Cambridge, Cambridge, UK
Correspondence
Samuel Howard Quartey, Department of
Human Resource Management, Central
University, Ghana, P. O. Box 2305, Miotso -
Tema; Accra - Ghana, WestAfrica.
Email: showard.quartey@central.edu.gh
Abstract
This study explores the key determinants of intermediary performance in promoting
corporate sustainability in small and medium-sized enterprises in Africa. Despite
being a critical link in the delivery of sustainability support services to small and
medium-sized enterprises, intermediaries have only received limited research atten-
tion. Research exploring intermediaries of corporate sustainability in small and
medium-sized enterprises have focused broadly on their roles but narrowly on per-
formance. Those exploring intermediary performance have often focused on larger
companies, sometimes, neglecting the specifics of small and medium-sized enter-
prises, especially in African countries. Improving intermediary performance in pro-
moting corporate sustainability requires an in-depth understanding of the factors
that determine their performance. As a qualitative study, interview responses from
32 experts working in National Cleaner Production Centres in four African countries
were analysed using inductive thematic approach. The findings suggest that pro-
gramme constraints, external profile, small and medium-sized enterprises context,
impact strategy, and service networks are the key determinants of intermediary per-
formance in promoting corporate sustainability in small and medium-sized enter-
prises. These determinants facilitate and inhibit intermediaries’ ability to promote
corporate sustainability in small and medium-sized enterprises. The implications con-
cern the need for intermediaries and small and medium-sized enterprises to manage
these determinants in promoting corporate sustainability.

KEYWORDS

Africa, corporate sustainability, intermediaries, national cleaner production centres,

performance, small and medium-sized enterprises

1 | I N T RO DU CT I O N corporate sustainability, policymakers have established third-party

organisations, such as intermediaries, with the key responsibility of
During the last few decades, promoting corporate sustainability has integrating sustainability principles in businesses practices. Intermedi-
become a major concern for policymakers, practitioners, and aries are external stakeholders or third-party organisations that sup-
researchers. Corporate sustainability (CS) here connotes the ability of port the achievement of sustainability objectives (Kanda et al., 2018).
firms to meet the needs of their direct and indirect stakeholders with- Consequently, intermediaries have grown to become major players of
out compromising the ability to meet the needs of future stakeholders corporate sustainability among other actors in society, such as busi-
as well (Dyllick & Hockerts, 2002). In order to effectively promote nesses, non-governmental, governmental, and civil society

Bus Strat Env. 2020;1–13. wileyonlinelibrary.com/journal/bse © 2020 John Wiley & Sons, Ltd and ERP Environment 1
2 QUARTEY AND OGUNTOYE
organisations. The existence of intermediaries is important because
they provide external impulse, motivation, and advice to initiate and
continue the promotion of CS programmes (Gombault & Versteege,
1999). Intermediaries contribute to integrating sustainability practices
in small and large businesses (Jansson et al., 2017; Klewitz, Zeyen, &
Hansen, 2012). Intermediaries play significant roles in the design,
implementation, and promotion of CS support programmes in small
and medium-sized enterprises (SMEs). In this study, National Cleaner
Production Centres (NCPCs) are considered government-affiliated
and funded intermediaries responsible for promoting CS among SMEs.
Small and medium-sized enterprises have become a major con-
cern for intermediaries promoting ethics and sustainability (Painter-
Morland & Dobie, 2009). Given that SMEs play an important role in
achieving sustainable development (Klewitz & Hansen, 2014; Wil-
liams & Schaefer, 2013), understanding the underlying mechanisms
that support intermediary performance in CS promotion in SMEs is an
important research topic. Even more, effective delivery of CS support
programme to SMEs can contribute to environmental sustainability.
Though SMEs and the informal sector account for over 63% of
employment (UNECA, 2005), they are also responsible for a signifi-
cant share of industrial pollution (Hillary, 2000). Focussing on SMEs is
crucial because CS support programmes offered by intermediaries are
critical in helping SMEs reduce their negative environmental footprint,
as they contribute to 60% of the global industrial carbon emissions,
and 70% of global pollution (Hillary, 2000; Revell, Stokes, & Chen,
2010). Thus, SMEs can take advantage of intermediaries of CS sup-
port programmes to improve their sustainability records.
Existing research on CS programmes have involved limited focus
on the intermediaries delivering the programme and the challenges of
improving their performance (Klewitz, 2017; Luken & Navratil, 2004).
Exploring intermediary performance is critical because research has
shown that often the provision of CS services does not result in
greening of entire industrial sectors, and the implementation of CS
options along with the installation of pollution control technologies
has not resulted in measurable improvements in environmental quality
(Luken et al., 2016; Revell et al., 2010). Moreover, most of the aca-
demic debate and empirical research concerning sustainability and
intermediaries in SMEs have largely focused on their roles
(e.g., Hillary, 2000, 2004; Kanda et al., 2018; Klewitz et al., 2012).
While the roles of intermediaries are clearly acknowledged in the sus-
tainability literature, there remains limited insights on the factors that
influence their performance. Thus, we do not know the factors that
influence the performance of intermediaries in promoting CS in SMEs.
In this study, we address this question “what are the key determi-
nants of intermediary performance in promoting corporate sustain-
ability in small and medium-sized enterprises in Africa” by exploring
four National Cleaner Production Centres in Africa, which are
government-affiliated intermediaries responsible for CS promotion.
Examining the key determinants of intermediary performance might
contribute to an in-depth understanding of organisational perfor-
mance. We seek to advance the organisational performance theory
(e.g., Campbell et al., 1993; Neely, 2007) by revealing the factors that
influence the performance of public service organisations in
promoting CS among SMEs. We do so by adopting an interpretive
qualitative research methodology by interviewing 32 experts working
in four National Cleaner Production Centres in Africa. The key motiva-
tion for this study is that SMEs are lagging behind in their commit-
ment to CS compared to large companies (Brammer, Hoejmose, &
Marchant, 2012), and the current findings might help policymakers,
academics, and practitioners understand and improve the perfor-
mance of intermediaries responsible for CS promotion in SMEs.
2 | THEORETICAL FOUNDATION
2.1 | Organisational performance theory
Organisational performance here refers to the ability of individual or
group of intermediaries to deliver CS support programmes to SMEs
and achieve the desired impact. From the organisational performance
theory, NCPCs in most African countries are owned, designed, and
regulated by government to support CS programmes, which makes
them public sector organisations. Organisational performance theory
emphasizes and differentiates between action and outcome
(Campbell, 1990; Campbell et al., 1993). Fundamental to an under-
standing of organisational performance is behaviour and consequence.
Campbell (1990) argued that the behavioural aspect refers to what an
individual or group of individuals do in the work situation, while, the
outcome aspect connotes the consequence or result of the individ-
ual's or group behaviour. This suggests that organisational perfor-
mance encompasses behaviours that produces results or
consequences.
Regarding intermediary performance analysis, the behavioural
aspect may address what an individual intermediary or a group of
intermediaries do in promoting CS support programmes in SMEs.
Unfortunately, most performance analyses have roots in the study of
private organisations, which requires slight modification and adaption
for application in the public service domain (Talbot, 2010). This
explains the need to increase research that deepens understanding of
public sector organisational performance (Neely, 2007). This further
explains the limited studies within the organisational performance lit-
erature devoted specifically to examine the performance of publically
owned intermediaries in the CS–SMEs contexts. The outcome may
also explain the impact that intermediaries make in SMEs, as a results
of their CS promotions. By exploring the performance of public sector
intermediaries, the current study renders support to organisational
performance theorists (Neely, 2007; Talbot, 2010), who are interested
in understanding performance determinants of public sectors organi-
sations, like the NCPCs.
2.2 | The role of intermediaries in promoting CS
programmes in SMEs
Intermediaries, as external stakeholders or third-party organisations,
play critical role in promoting CS objectives. Hillary (2000, 2004)
QUARTEY AND OGUNTOYE
identified three key functions of intermediaries: persuasive, support-
ive, and repressive. Intermediaries are able to convince organisations
to adopt eco-innovation and other sustainability-related practices.
They can provide the needed resources to support adoption and
integration of eco-innovation. Most intermediaries also exploit or dis-
courage adoption of eco-innovation through weak organisational poli-
cies or regulations. Klewitz et al. (2012) were of the view that
intermediaries also perform these roles: (a) foresight, diagnostic, scan-
ning, and information processing, (b) gatekeeping and brokering,
(c) knowledge and processing, gathering and combination
(d) information processing, (e) testing, validating and training (f)
accreditation and standards, (g) regulation and arbitration; intellectual
property, (h) commercialization; and assessment and evaluation.
Lockett, Jack, and Larty (2013) revealed that intermediaries perform
financial role, as they can mobilize and allocate resources to support
sustainable practices based on what they think entrepreneurs need.
Kanda et al. (2018) identified the following roles, as performed by
intermediaries in promoting eco-innovation towards environmental
sustainability: (a) forecasting and road mapping, (b) information gath-
ering and dissemination, (c) fostering networking and partnerships,
(d) prototyping and piloting, (e) technical consulting, (f) resource
mobilisation, (g) commercialization, and (h) branding and legitimation.
These intermediation roles can also help SMEs gain more comprehen-
sive view of sustainability practices and opportunities. Consistent with
the organisational performance theorem, identifying intermediary
roles is not enough because roles should be performed in ways that
achieve desired outcome.
Research has highlighted a number of factors that influence the
adoption of CS programmes in SMEs (e.g., Hillary, 2000, 2004). Hillary
(2004) identified a number of internal and external factors driving the
uptake of environmental initiatives among SMEs. Internal factors
include understanding and perception, resources, and company atti-
tudes or culture. External factors include market demand, and the
quality and approach used by consultants or third-party service pro-
viders. Though the involvement and commitment of intermediaries
clearly play an important role in the CS adoption success, however,
there has been limited research effort in understanding the key deter-
minants of intermediary performance in promoting CS in SMEs.
3 | METHOD
3.1 | Research context
This study was conducted on NCPCs based in four African countries—
Kenya, Uganda, South Africa, and Ghana. These NCPCs were chosen
for five reasons. First, they are all operating in Africa, which consists
of developing countries. Second, they have similar mandate and
modus operandi, thus enhancing the opportunity for comparability
and analytical generalizability. Third, the mandate of NCPCs is to inte-
grate CS practices by promoting cleaner production in businesses
including SMEs. Fourth, all the four NCPCs are spread across key eco-
nomic blocs in Africa. Fifth, we chose four out of over 14 NCPCs
3
because they were among the most active intermediaries on the con-
tinent. Although there are currently over 14 NCPCs in Africa, access
and language are other deciding factors.
3.2 | Design, sampling, and data collection
Gaining deep insights into the subject matter required the researchers
to adopt an exploratory and interpretative qualitative research
approach (Creswell, 2013), which allowed flexibility in tapping rich
data from the experts working in the NCPCs. This approach also
supported the use of in-depth interview strategy, which was utilized
to build rapport, interact, and talk freely with the experts in the
NCPCs, thereby generating deep insights and rich stories from the
participants. Thus, the data for this study was collected using face-to-
face in-depth interviews. A total of 32 experts from four intermedi-
aries (NCPCs) in four African countries—Kenya, Uganda, South Africa,
and Ghana—participated in the study. These experts comprised of
management and technical officers of the NCPCs. The 32 experts
comprised of 17 from NCPC—South Africa; 7 from NCPC-Kenya;
6 from NCPC-Uganda; and 2 from NCPC-Ghana. The NCPC-South
Africa was studied first because it was reported to be a regional leader
in Africa (UNIDO-UNEP, 2010). The NCPCs of three additional
countries—Ghana, Kenya, and Uganda were also studied after they
were recommended by experts from previous interviews, although
they had fewer years of experience. NCPCs vary significantly in their
sizes, hence, the number of experts interviewed in each.
An interview guide was designed with a list of questions that
reflected the nature of information the researchers wanted to
uncover. During the interviews, sample questions included: What fac-
tors do you consider to be the most important for your organisation
to deliver effective CS services? How do you try to scale-up your
impact so it reaches more companies? How do you sustain the impact
after project funding runs out? These interview questions started the
conversation and allowed participants to freely share their opinions,
experiences, and insights. The interviews were conducted at the
NCPCs. The interviews were digitally recorded with the consent of
the interviewees. Interview duration varied among the NCPCs, as fol-
lows: Ghana (4 weeks, 3 days); Kenya (8 weeks, 6 days); Uganda
(6 weeks, 3 days); South Africa (7 weeks, 3 days). In total, the data col-
lection lasted for 27 weeks.
3.3 | Data analysis
We used NVivo11 software application to code the data thematically
(King, 2004). The thematic analysis followed an inductive approach
(Guest, MacQueen, & Namey, 2011). The inductive thematic analysis
allowed us to create themes or categories (Braun and Clarke, 2006).
During the analysis, themes emerged from a three-stage analysis of
the interview—coding, pairwise comparisons, and clustering of related
ideas. Open coding enabled us to identify segments of the data as
relating to, or being an example of, a more general idea, instance,
4 QUARTEY AND OGUNTOYE
theme, or category. We did first and second order coding, where
some of the themes were created, as suggested by Gioia, Corley, and
Hamilton (2013). During the first order coding, we created themes
(e.g., availability of competent and motivated staff, intermediary's
resourcefulness, intermediary's accessibility, international movements
towards CS, regulatory pressure, level of organisational commitment
in SMEs, relevance of programme content, continuity of impact, net-
work centrality, and degree of network coordination). The first order
coding involved descriptive interpretations of the data, which helped
us to adhere faithfully to informant voice. Next, we also did second
order coding and created second order themes moving toward a more
theoretical understanding of our data (e.g., programme constraints,
external profile, service networks, impact strategy, and SMEs context).
For example, we conceptualized interviewees’ report of availability of
competent and motivated staff, intermediary's resourcefulness,
intermediary's accessibility as “programme constraints.” We also con-
ceptualized descriptions of international movements towards corpo-
rate sustainability, and regulatory pressure as “external influence.” We
further conceptualized actors’ report of level of organisational com-
mitment in SMEs as “SMEs context.” We further conceptualized
actors’ report of relevance of programme content, and continuity of
impact as “impact strategy.” We also conceptualized actors’ report of
network centrality, and degree of network coordination as “service
networks.” After coding, all themes and categories emerging from the
analysis were also compared with the expert information from the
various NCPCs. The process was performed iteratively to establish
consistency and saturation. The inductive thematic process also sup-
ports iteration between existing literature and identified themes
(Gioia et al., 2013). The inductive thematic analysis identified five
themes (see Table 1) representing the key determinants of intermedi-
ary performance in promoting CS among SMEs.
Four key measures were adopted to ensure trustworthiness of the
thematic analysis process: source triangulation, member-checking, sat-
uration, and active search for alternative or contradictory evidence.
TABLE 1 Themes and categories across intermediaries (NCPCs)
Themes Categories
Programme constraints
Availability of competent and motivated staff
Intermediary resourcefulness
Intermediary accessibility
External influence
International movements towards corporate sustainability
Regulatory pressure
SMEs context
Level of organisational commitment in SMEs
Impact strategy
Relevance of programme content
Continuity of impact
Service networks
Network centrality
Degree of network coordination
With source triangulation, information from secondary and desk
research on the NCPCs and interviews were added to generate deeper
insights. Some of the information from secondary and desk research
were obtained from the websites and reports from the four NCPCs.
Member-checking was done when we met to discuss interpretations
and conducted a cross analysis, with a view to resolving any interpre-
tive differences. We identified the patterns and came to agreement in
the wording of the five themes with relevant categories, relative to the
purpose of the study. Saturation was reached when no new insights
were being gathered. Active search for alternative or contradictory evi-
dence occurred when we ensured that contradictory evidence is dis-
cussed and confirmed with the experts from the NCPCs.
4 | F I N D I NG S A N D D I S C U S S I O N
We present our findings by interpreting and discussing each of the
five themes identified, as key determinants of intermediary perfor-
mance in promoting CS in SMEs. We include specific verbatim quotes,
as examples reflecting each of the major themes, such as programme
constraints, external influence, service networks, impact strategy, and
SMEs context and their associated categories, as shown in Table 1.
4.1 | Programme constraints
Availability of competent and motivated staff was considered a critical
constraint to CS programme promotion in SMEs. Some of the experts
expressed widespread concerns about the number of staff available at
the centres. Often the role of the intermediaries involves
“handholding,” which is likened to “parental care,” which requires sig-
nificant levels of skill and passion, which some experts identified as
scarce. A particular concern here was how difficult it was to be moti-
vated through financial and non-financial incentives, where skill
upgrade, capacity building, and prompt payment of salaries were criti-
cal to the performance of the intermediaries. These constraints also
affect the ability of the centres and their staff to stay:
When you look at this centre, how many are we? We
are very few. (NCPC-Kenya, Interview III)
In some instances, I get the sense people [i.e. staff of
the NCPC] are saying sure they're getting their salaries:
I'm surviving and living, but that's all I need to do, you
know. And that's sad… And you can see it too. Some
individuals make that effort to skill themselves, to
respond to the different things that we do at the
NCPC, and others would sit there and just accept their
fate and not really do much effort to upskill and get
more involved. (NCPC-South Africa, Interview XIV)
It's better to build capacity of the centre in a specific
field. If you have ten people in energy, ten people in
QUARTEY AND OGUNTOYE
materials handling and what-have-you, ten people who
are very good at water. And then these very people
are given extra capacity in terms of addressing fields
they don't know very well, then you are better off. You
have the centre stay. (NCPC-Uganda, Interview II)
Availability of required capabilities and expertise to engage SMEs
on CS can be predicted by the availability of incentives and induce-
ments, which in turn can affect the performance of the centres. Con-
sistent with the views of Elif, Keskin, and Brezet (2015), government
in developing countries need to consider improving the capacity of
intermediaries. In order to address the issue of skill gaps, particularly
in sub-Sahara Africa, governments and their related intermediaries
need to do more to provide SMEs with first-hand experience in effi-
cient technology, implementation intentions, and social learning,
which can be conducive factors for promoting CS through energy effi-
ciency (Never, 2016). When explaining performance, more attention
is often paid to the results than the underlining factors that drive
appropriate behaviours towards the results. The findings show that
competence and motivation are key drivers of intermediary perfor-
mance and their absence affect performance. The findings reveal that
competence can determine the level of engagement with SMEs, and
subsequently intermediary performance. Thus, motivation, compe-
tence, and performance are directly linked (Cerasoli, Nicklin, &
Nassrelgrgawi, 2016). Consistent with organisational performance
theory (Neely, 2007; Talbot, 2010; Campbell et al., 1993), conceptual-
izing performance of intermediaries has to do with behaviours that
produce results and current findings confirm that both the results and
behaviours can be affected by lack of competence and motivation.
Another issue related to programme constraints was intermediary
resourcefulness. Most of the experts interviewed were of the view
that the ability of the NCPCs to mobilize and ensure efficient use of
resources is a critical to their performance. Intermediary resourceful-
ness suggests the level of financial resources available for the CS pro-
gramme. Some of the experts also explained the limited adoption of
CS support programme, as resulting from a wide range of constraints,
including access to enough financial resources:
We are operating under very low and minimal budget.
And you find out that budget is specific for certain
aspect… we also wish to work with everybody in this
country… but we are limited on finances. (NCPC-
Kenya, Interview III)
We have very real constraints. We're sitting in a very
rigid organization [i.e. the host organization], and we
are government funded! (NCPC-South Africa, Inter-
view III)
We need to invest in equipment for everything from
the power quality analysers for boilers, for pumps, for
fans, for everything. And every centre has a set of
those equipment. (NCPC-South Africa, Interview V)
5
Intermediaries are expected to mobilize and allocate resources,
including financial resources to support eco-innovation and CS adop-
tion in SMEs (Lockett et al., 2013). SMEs perception of intermediary
resourcefulness influence their commitment to CS adoption, affect
the number of SMEs interested in CS, and subsequently intermediary
performance. Research has established that intermediaries have domi-
nant sources of funding from government and private entrepreneurs
(Klerkx & Leeuwis, 2008; van Lente et al., 2003), nevertheless, this
study reveals that lack of enough funding affect intermediary perfor-
mance. Klerkx and Leeuwis (2008) proposed that in order to minimise
this constraint, some innovation intermediaries could be funded pub-
licly, whereas others should be funded privately. Kivimaa (2014) fur-
ther explained that this strategy can guarantee the longevity of
intermediaries and their intermediation activities.
Related to programme constraints is also the issue of intermedi-
ary accessibility. Most of the experts stressed that some of the SMEs
do not know where the NCPCs are located and what they actually
do. This perceived lack of clarity about what they do and where they
are located affect the way SMEs relate to the intermediaries. The per-
ception held by SMEs of the intermediary visibility within local com-
munities, as well as the ease of reaching and obtaining services affect
intermediary performance:
We've not published ourselves out there. There're so
many people, they've never heard of Kenya National
Cleaner Production Centre and what we
do. Sometimes we even receive calls: people asking if
we register cleaners in this country. (NCPC-Kenya,
Interview III)
I'm hoping by December, we would have two people:
…one from Pretoria and one from Cape-town to go
and have offices in Port-Elizabeth so that they could
help the automotive industry directly sitting there.
(NCPC-South Africa, Interview I)
Intermediary visibility within local communities can also be
improved through information and communication technologies (van
Schalkwyk, Willmers, & McNaughton, 2016). Modern technologies
can easily connect and interconnect intermediaries with their related
networked elements, operators, and users. The NCPCs can use infor-
mation and communication technologies to publish themselves out
there to be noticed by SMEs. Interestingly, some of the experts men-
tioned that sometimes they receive calls inquiring whether they regis-
ter cleaners in the country. Central to this challenge is lack of publicity
campaigns, which are needed to create the necessary awareness of
the location and purpose of the centres. Some of the experts advised
that NCPCs can open more centres in multiple localities to improve
access to SMEs, which support the views of Dombrowski et al. (2014)
that whether physical or access negotiation, intermediaries can use
on-the-ground tactics to increase awareness by traveling out into
communities and provide programme information to businesses that
might benefit from their services.
6 QUARTEY AND OGUNTOYE
4.2 | External influence
External influence affects intermediary performance. The current find-
ings reveal that external factors such as international movements
towards CS and regulatory pressure influence the way the NCPCs
work. Some of the experts mentioned that there are already big sus-
tainability movements globally, which have influenced companies to
adopt sustainable business models, and most of the centres are also
riding on this movement to provide and improve sustainability support
for SMEs. However, some of the experts were of the view that clarity
is needed about the CS support activities provided by some of the
international agencies behind these sustainability movements for
industry associations, private sector, and the various centres:
There's already a big move internationally towards you
know sustainability business models. We find a lot of
companies in South Africa still being stuck at effi-
ciency. You have companies in other countries—
developing countries and developed countries—already
moving towards sustainable business models. So, I
think the next step for NCPC South Africa is to be able
to ride that wave, and to hook unto that element of
sustainability. (NCPC-South Africa, Interview IV)
It's high time also the international agencies that want
to work with us and work with KAM [i.e. Kenyan Asso-
ciation of Manufacturers] to have a boundary—what
type of activity can you work with KAM, and what
type of activity can you work with KNCPC, what type
of activity can you work with the private sector. That's
the only way… . (NCPC-Kenya, Interview III)
The rise of international corporate sustainability movements was
fostered by the conviction that CS is a global challenge and requires a
global response. Schaltegger, Windolph, and Harms (2010) explained
that this conviction of global response to sustainability challenges has
intensified practitioner and academic debates on integrating sustain-
ability experiences across geographical boundaries. Schaltegger et al.
(2014) also maintained that international movements and international
agencies play a critical role in integrating CS in small and large busi-
nesses. Despite the significant role played by international agencies,
there is the need to ensure balance in providing sustainability support
in selected countries to avoid hyper competition and impartiality
(Klerkx & Leeuwis, 2008). Therefore, the role of international agencies,
as industry partners in promoting CS, must be clearly defined. Bal-
anced cooperation and collaboration among international agencies,
governments, businesses, and industry associations underpin healthy
partnership for promoting CS. For example, when it comes to energy
and environmental issues, industry associations can play an important
role to ensure ecological efficiency (Chappin et al., 2008), which makes
them critical partners for CS promotion and adoption in SMEs.
Regulatory pressure was another external influence on intermedi-
ary performance. Some of the experts suggested that centres are
directed and controlled by regulatory institutions who overseas every
CS activity. The regulation of a particular country affects how inter-
mediaries perform their duties and subsequently achieve their targets.
The influence of regulation on intermediary performance is both posi-
tive and negative. Some of the experts mentioned that compliance
and enforcement, as regulatory pressures, adversely affect the num-
ber of SMEs they work with. On the other hand, some of the experts
also stressed that regulation is good for sharing information and they
had to work closely with regulators in order to contact managers of
SMEs to improve CS promotion:
Because of the combination of regulatory and what we
call the compliance promotion and compliance
enforcement, we are never lacking clients to work
with. (NCPC-Ghana, Interview I)
Actually we do chase the companies because you can
find a company with very big potential for improve-
ment, but the top management are not committed…
sometimes we have to work closely with the regula-
tors. (NCPC-Uganda, Interview I)
But if you go to the environmental law enforcement
agency—they'll listen to you, because that is backed by
law. (NCPC-Kenya, Interview II)
Regulation whether normative, regulative or cognitive, represent
forces in every organisation (Scott, 1995). Environmental regulation
can either push or pull organisations from reaching their goals. As dis-
cussed by Jansson and Nilsson (2010), regulation together with pres-
sures from other stakeholders, such as consumers has shifted
managerial values and practices towards a sustainability direction. This
is particularly serious in developing countries, where environmental
regulation and market pressure appear to exert more influence than
community pressure on the adoption of environmentally sound tech-
nology (Luken & Van Rompaey, 2008). Intermediaries, especially
government-affiliated ones, have a duty to manage and enforce poli-
cies and regulations (Kivimaa, 2014). The irony is that government-
affiliated intermediaries, which are expected to make a significant
contribution to sustainability transitions by initiating and managing
government policies, can also be restrained by the same regulatory
requirements. We observed that government-affiliated intermediaries
for sustainability were “rule-makers” and “rule-takers.” Brès, Mena,
and Salles-Djelic (2019) explained that while intermediaries help gov-
ernment make rules, they are also expected to adhere to the same
rules themselves, which sometimes interfere with their activities and
performance.
4.3 | SMEs context
The SMEs context relates to the attitude of the companies towards
CS. Attitudinal inertia among SMEs was identified as one of the
QUARTEY AND OGUNTOYE
factors affecting the work of the intermediaries. One area of attitudi-
nal inertia was training. Some of the experts mentioned that valuing
training time for sustainability programmes by managers and officers
of SMEs was a challenge, which negatively affect their ability to sup-
port SMEs with CS programmes. This same attitude, in turn, affect
interaction between intermediaries and SMEs. According to some of
the experts, sometimes they had to get commitment from the top
managers of SMEs and when that is achieved, people are more willing
to engage with the centres:
But in Uganda, most industries don't value training
time. They look at their manufacturing as being more
important than any other time that you could be
spending, for example carrying out preventive mainte-
nance or trainings. (NCPC-Uganda, Interview I)
What we do is we go and we drive the commitment
from the top down. I have met with a lot of companies
and somethings failed with them because I meet an
engineer or a process engineer on the site, and they
tell me yes, we need to do this, we need to implement
it. And everyone's enthusiastic, they start doing it; and
here comes the manager: “what are you doing here? I
have more important things to do, energy? No, no, no,
we keep this plant running. Don't worry about the
energy.” (NCPC-South Africa, Interview XIII)
Some of the SMEs have negative attitudes towards CS promotion
and adoption provided by intermediaries. However, commitment of
SMEs towards addressing environmental issues is crucial for sustain-
able development. Previous research has demonstrated that, in spite
of their importance, SMEs have been laggards when it comes to com-
mitment to sustainability (e.g., Hillary, 2004; Revell et al., 2010).
Addressing attitudinal issues among SMEs is essential because man-
agement commitment and support for sustainability is critical for CS
adoption and promotion. Williams and Schaefer (2013) maintained
that when it comes to sustainability, SMEs are influenced by manage-
ment attitudes and values. Managerial values including commitment
and pro-environmental behaviours do not only affect CS adoption rate
among SMEs but also the performance of the intermediaries that seek
to help them. The major drivers of negative attitudes towards interme-
diation activities towards CS adoption are mainly strategic orientation,
management style, and corporate culture (Hillary, 2004; Jansson et al.,
2017). Developing a solid culture towards sustainability, as a driver of
long-term competiveness, requires top managers of SMEs to show
commitment towards environmental issues. Inconsistent with Klewitz
and Hansen (2014), our findings show that there is inadequate SMEs
commitment to CS, which affect intermediary performance in promot-
ing CS. These findings reiterate the views of Luken et al. (2019) that
changing managerial attitudes and strategies towards greening indus-
tries, including SMEs, requires effective government programmes that
promote dissemination of information that educates SMEs of the ben-
efits of cost-savings to increase their commitment levels.
7
4.4 | Impact strategy
The success of CS support programmes depends on their relevance to,
and continued impact on SMEs. There are different ways of encourag-
ing SMEs to adopt CS programmes. One of the ways is to make the
content of the CS programmes relevant. Some of the experts stressed
that companies have different perception and reaction to programme
content. Relevance of programme content pertains to the practicality
of the CS tool to the SMEs. Another way is to use appropriate busi-
ness language attractive to SMEs. Some of the experts further indi-
cated that there is the need to speak in the business language of
SMEs for them to welcome the CS programme. SMEs want to link sus-
tainable practices to their bottom line. Thus, any programme language
that does not promise sustaining bottom line might not be well-
received. Some experts stressed that to entice SMEs to subscribe to
the CS programme, they had to use a “catch-lines” including increased
profitability through resource efficiency. This line of communicating
CS programme can entice SMEs to be committed:
People sit up immediately when you begin to talk to
them about “this should not be waste. It should be a
resource.” (NCPC-Ghana, Interview II)
When we speak to business, we speak the business
language. We talk to them about saving their bottom-
line. So all the green studies—feel good tic-tic-tic… and
talking about the number of planets that we need to
sustain ourselves and our children and our
grandchildren—they like it. But they cannot build an
income statement on it. (NCPC-South Africa, Inter-
view III)
The messaging that the NCPC has used has been less
environmental and more business-focused. So we gen-
erated a catch-line if you like in 2012–2013 which
we've used for a couple of years called… “increased
profitability through resource efficiency.” It's about the
profit … . (NCPC-Kenya, Interview III)
Jansson et al. (2017) have shown that SMEs commitments to sus-
tainability are influenced by entrepreneurial and strategic orientation,
and without these motives they are less likely to be highly committed,
which renders support to our findings that CS programme content
and language must cohere with SMEs motives for bottom-line. This
suggests that a proper balance between SMEs business models and
CS programme improves adoption and commitment, and subsequently
intermediary performance. Impacting SMEs with sustainability support
programmes requires intermediaries to keep the programme content
relevant and practical to the SMEs. Because most sustainability tools
are developed with large companies in mind (Klewitz et al., 2012),
without considering the realities of SMEs.
The analysis further reveal that another way to make CS
programmes work in SMEs is to check the continuity of impact.
8 QUARTEY AND OGUNTOYE
Continuity of impact relates to the ability of the intermediaries and
SMEs to sustain the effects of the CS programme after project imple-
mentation and completion. According to the analysis, there are differ-
ent ways to sustain the impact of the CS programme. One way is to
train and develop internal change agents who are capable of transfer-
ring their knowledge to others within the SMEs. Some of the experts
interviewed indicated that they train people who can also train others.
Another way is to create a conducive industry environment that sup-
ports CS programme implementation and longevity. Some of the
experts noted that there is the need to create industry environment
where SMEs themselves can sustain the CS programme without inter-
mediary presence:
We train a lead person who will go and train others…
so that even after the project they continue
implementing. (NCPC-Kenya, Interview II)
The third one was to create an environment where
industry itself must reach a point where it… sustains
the processes without us. So run ourselves out of the
job… For example, every company we help, we…
decided we must train a minimum of three people in
that company to an expert level that they would not
need us in two years or three years, and that helped a
lot. (NCPC-South Africa, Interview I)
The findings reveal the value of training and development and
receptive and proactive industry environment in CS adoption. Brusati
et al. (2016) argued that training and developing employees are critical
to sustaining the activities of intermediaries. When promoting CS,
these interventions by intermediaries can facilitate knowledge circula-
tion and learning through organized seminars, training, equipment
sharing, human resource exchange, information exchange, and prod-
uct and process development (Nakwa, Zawdie, & Intarakumnerd,
2012). These interventions and intermediation activities create a con-
ducive industry environment that ensure continued impact of CS
adoption and promotion among SMEs.
4.5 | Service networks
Service networks play a significant role in explaining intermediary
performance. The analysis suggests that network centrality and
degree of network coordination explain service networks in CS pro-
motion. Network centrality relates to the most important interme-
diary among networks of intermediaries. Ibarra (1993) argued that
in a network structure, the most important partner determines
power relations and information exchange. Some of the experts
revealed that having a network of partners represent an entry point
to raising green champions who can demonstrate the value of the
CS programme to others. This suggests that intermediary can work
alongside a range of network partners to deliver effective CS pro-
gramme. Dyllick and Hockerts (2002) considered these network of
partners as direct and indirect stakeholders for sustainability. Some
of the experts also explained that government-funded intermedi-
aries alone cannot promote CS in SMEs. Despite the many net-
works of intermediaries responsible for CS adoption, the nature
and strength of relationships matters for intermediary performance.
Closely related to network centrality is the determination and iden-
tification of intermediary responsible for CS promotion due to the
multiplicity of intermediaries in the service networks, which
requires government policy directives, according to some of the
experts:
In this country, you have Kenya Association of Manu-
facturers; we have Kenya Private Sector Alliance;
Kenya National Chamber of Commerce and Industry.
So that should be the entry point so that you work
with these different associations, create champions—
people who can talk positively about cleaner produc-
tion, and have demonstrated it in their premises.
(NCPC-Kenya, Interview VIII)
NCPC South Africa cannot do it alone. So one of the
reasons we're successful is that we have aligned our-
selves with both public and private sector partners.
(NCPC-South Africa, Interview II)
This Centre is going to be at the centre-stage of dis-
cussion with the parliamentary select committee on
environment. (NCPC-Ghana, Interview II)
The notion of service network and network centrality as determi-
nants of intermediary performance renders support to the social net-
work perspective (e.g., Inkpen & Tsang, 2005; Perry-Smith & Shalley,
2003). The findings further suggest that network centrality deter-
mines power relations and involvement in CS adoption by SMEs,
which further explains technical and administrative roles among inter-
mediaries and partners. Network centrality is key for intermediary
performance because though intermediaries need to get more part-
ners involved in the CS promotion, however, there is the need to
determine a central partner responsible for communication and coor-
dination of national agenda for CS. Supporting the views of van
Schalkwyk et al. (2016), connecting and interconnecting intermedi-
aries and their related network elements, operators, and users are key
drivers of their performance.
Central to service networks is also the degree of network coordi-
nation among intermediaries and partners. Some of the experts inter-
viewed raised the concern that coordination within the network of
partners has always been an issue. Degree of network coordination
explains the ability to cross bureaucratic roadblocks in working effec-
tively with network partners. This suggests that a central coordinating
body is often recommended for ensuring smooth coordination
because everyone cannot coordinate everyone. This may provide a
united direction and well-coordinated CS support programmes for
SMEs, as indicated by some of the experts:
QUARTEY AND OGUNTOYE
Network coordination has always been an issue. And
we are trying to work that out through the governance
structure of Switch (i.e., the Switch Africa Green pro-
gramme). (NCPC-Ghana, Interview I)
I can tell you I coordinate. It's tough! What I'm talking
about is really tough. Even bringing in these people
into a Skype… If you expect six representatives, every
single time you meet four. Then next time you meet
different people. So you find… it's like it's back and
forth. You cannot get to arrive where you can formu-
late a unitary direction. So this creates a lot of frustra-
tions. (NCPC-Kenya, Interview V)
Intermediaries are responsible for the creation and maintenance
of network dynamics (Smedlund, 2006). The current findings also con-
tribute to the inter-organisational network perspective (e.g., Oliver &
Ebers, 1998; Yström et al., 2019) and the intermediary inter-
organisational perspective (e.g., Westra et al., 2017) by highlighting
that the degree of network coordination determines patterns of col-
laboration and cooperation between and among intermediaries
towards CS adoption in SMEs. The inter-organisational network per-
spective and the inter-organisational perspective have seen limited
application to intermediaries in sustainability and SMEs contexts.
4.6 | Conceptual framework
We propose a conceptual model, as shown in Figure 1, to theorize the
findings. Qualitative studies can develop theoretical models by identi-
fying patterns among themes, especially through an inductive the-
matic analysis (Gioia et al., 2013). The proposed conceptual model
called PESIS framework was developed by conceptualizing the five
themes identified during the inductive thematic analysis. The PESIS
framework demonstrates an empirically loose patterns among the five
themes, emerging from the analysis of the experiences and insights of
FIGURE 1 PESIS framework for CS promotion in SMEs
9
experts working in the NCPCs. PESIS stands for programme con-
straints, external profile, SMEs context, impact strategy and service
networks. We argue that a performance evaluation of the intermedi-
aries becomes comprehensive when these five themes are present.
The PESIS framework reveals interrelationships among factors revolv-
ing around the SMEs, those related to the intermediaries, and those
dealing with the SMEs-intermediary interaction.
Improving intermediary performance requires managing pro-
gramme constraints. The NCPCs can handle the constraints through
external influences, especially support from international agencies and
the regulatory environment. The NCPCs can also manage constraints
through impact strategy by developing plans to improve programme
content and language by considering the bottom line of the SMEs,
which in turn can ensure the continuity of the programme and subse-
quent subscription. Intermediaries can also improve their performance
through service networks, where they can collaborate and share infor-
mation and resources through partnerships with other CS network
agencies, including trade associations, international agencies, SMEs,
and regulators. These performance interventions require critical atten-
tion to SMEs contexts, including top management support and com-
mitment to CS programme.
4.7 | Intermediaries and corporate sustainability
strategies
During the analysis, additional information was gleaned from reports
and websites of the various NCPCs to understand the strategies used
to change and promote corporate sustainability behaviours in SMEs.
Research exploring corporate sustainability strategies have explained
that different sustainability strategies can be distinguished, which are
based on a range from reactive strategies to offensive and proactive
strategies (e.g., Baumgartner, 2014; Baumgartner & Ebner, 2010).
However, these strategies also have different categorical strategic
examples, such as introverted, extroverted, conservative—efficiency,
and visionary—holistic sustainability strategies (Baumgartner, 2014).
Extroverted and conservative—efficiency strategies are considered
offensive and reactive, while, introverted and visionary—holistic sus-
tainability strategies are proactive.
The synthesis of the information from reports and websites of
the various NCPCs revealed that the intermediaries used both
conservative—efficiency and extroverted—legitimating strategies in
transforming behaviours of SMEs around corporate sustainability.
While the conservative—efficiency strategy focuses on eco-efficiency
and cleaner production (CP), the extroverted—legitimating strategy
focuses on building external relationships, which gives license to oper-
ate (Baumgartner, 2014; Baumgartner & Rauter, 2017). Both the
conservative—efficiency and extroverted—legitimating strategies are
extremely offensive strategies aimed at transforming the behaviours
and practices of SMEs around corporate sustainability. These strate-
gies foster the development of a national market opportunities for CP
and related services. The most common offensive strategies employed
by the NCPCs include training and capacity development, cleaner
10
production (CP) assessment and audits, in-plant demonstration,
awareness raising and dissemination of information, in-plant CP
assessments, technical assistance, CP implementation, policy dialogue
and advice, technical advice, networks and partnerships, international
collaborations, and CP advocacy and techniques (NCPC-Ghana, 2019;
NCPC-Kenya Report, 2019; NCPC-South Africa Report, 2017; NCPC-
Uganda Report, 2019). These strategies were used as means to
change the behaviours of SMEs towards resource efficiency, cleaner
production, and SMEs competiveness.
A comparative analysis, as shown in Table 2, suggests that the
NCPCs largely used similar offensive strategies in promoting corpo-
rate sustainability. Using similar strategies can be attributed to the
fact that most of the NCPCs were affiliated to common international
organisations, and attended similar cleaner production forums, which
included Switch Africa Green, United Nations Industrial Development
Organization (UNIDO), and United Nations Environment Programme
(UNEP), Global Network for Resource Efficient and Cleaner Produc-
tion (RECPnet), as well as other non-governmental and civil society
organisations. Thus, these NCPCs are expected to adhere strictly to
the best practices, standards, and programme objectives, as deter-
mined by these internal and external organisations.
5 | T H E O R E T I C A L A N D P RA C T I C A L
IMPLICATIONS
This study contributes to theory and scholarship. We propose the
PESIS framework (see Figure 1), which was developed by conceptual-
izing the five themes identified during the analysis. The model,
although empirically loose patterns among the determinants of inter-
mediary performance, demonstrate the interrelationships among fac-
tors revolving around the SMEs, those related to the intermediaries,
and those dealing with the SMEs-intermediary interaction, which pro-
vides future avenue for scholarship. We have added to the existing lit-
erature the determinants of intermediary performance in promoting
Offensive corporate sustainability strategies South Africa Ghana
Conservative–efficiency strategies
Training and capacity development/building ✓ ✓
Cleaner production (CP) assessments/audits ✓ ✓
In-plant CP demonstration ✓ ✓
Awareness raising/dissemination of information ✓ ✓
Technical assistance ✓ ✓
CP implementation ✓ ✓
Policy dialogue and advice ✓ ✓
Technical advice ✓ ✓
CP advocacy and techniques ✓ ✓
Extroverted–legitimating strategies
Networks and partnerships ✓ ✓
International collaborations ✓ ✓
QUARTEY AND OGUNTOYE
CS among SMEs. Because previous research on intermediaries have
largely developed metrics and measurement tools and methodologies
for evaluating their performance and roles (e.g., Luken et al., 2016;
Luken & Navratil, 2004). Understanding the factors responsible for
intermediary performance strengthens the design of performance
evaluation metrics.
Closely related to the above contribution is that we have
advanced the organisational performance theory (e.g., Neely, 2007;
Talbot, 2010) by highlighting that certain behavioural factors have
performance outcomes for publicly-funded and affiliated intermedi-
aries responsible for CS promotion among SMEs. We also make meth-
odological contribution to the literature by identifying performance
indicators using a qualitative approach. Because earlier studies have
largely adopted programme-based and quantitative target setting
approaches in explaining performance by evaluating the CS pro-
gramme success in terms of output and stated objectives
(e.g., Mastop & Faludi, 1997; Skidmore, 1994). This study further con-
tributes to the inter-organisational network perspective by highlight-
ing its relevance in understanding intermediary performance in the CS
space. Because some of our findings suggest that developing stronger
bonds and partnerships across service networks in the sustainability
space can improve the delivery of CS support programme to SMEs.
This study has managerial and policy implications. We have
highlighted that a successful integration of CS support programmes
requires conducive SMEs context. This study emphasizes the impor-
tance of top management commitment to CS promotion among SMEs.
Because SMEs commitment to CS is key to integrating sustainability.
The SMEs could also form sustainability partnerships and networks
with existing intermediaries, which might enhance their access to CS
support programmes. This is because forming relationships with both
environmental organisations and regulators can deliver increased sus-
tainability performance and a way for SMEs who take sustainability
challenges seriously to outcompete sustainability laggards (Porter &
van der Linde, 1995). SMEs must approach sustainability issues in a
proactive manner and see business opportunities ahead of regulations
T A B L E 2 Corporate sustainability
Kenya Uganda
strategies across intermediaries (NCPCs)
✓ ✓
✓ ✓
✓
✓ ✓
✓ ✓
✓ ✓
✓ ✓
✓ ✓
✓ ✓
✓ ✓
✓ ✓
QUARTEY AND OGUNTOYE
and draw more benefits. This requires top managers of SMEs to
approach CS from strategic orientation for long term survival (Jansson
et al., 2017).
Policymakers must formulate and implement regulations that
facilitate the work of intermediaries in the sustainability space. Since
NCPCs are rule-makers and rule-takers, regulation influences how
they promote CS programmes in SMEs. Governments must increase
financial support for intermediaries responsible for CS promotion.
Because we realised that inadequate financial resources and funding
was a critical factor for intermediary performance. Managing the per-
sistent lack of adequate funding for government-affiliated intermedi-
aries might require policies and regulations that integrate and
consider social enterprises as additional intermediaries for CS adop-
tion. Zahra et al. (2008) argued that social enterprises, as privately
established intermediaries, can also provide social good and public
services. Enabling this new crop of organisations to serve as CS inter-
mediaries might offer a viable alternative or augment the current lim-
ited and less-funded government-based intermediaries promoting CS
support programmes among SMEs.
6 | C O N C L U S I O N , LI M I T A T I O N S , A N D
FUTURE RESEARCH
This study has explored the key determinants of intermediary perfor-
mance in promoting CS among SMEs in Africa. This has been
addressed by analysing responses from 32 experts working in
National Cleaner Production Centres in four African countries. Engag-
ing SMEs in developing countries to embrace CS is challenging due to
several constraints faced by intermediaries providing CS support
programmes. We argue that intermediaries must be supported with
capacity building. Only through concurrent development of their
capacity and adequate attention to their performance determinants
can CS programmes for SMEs be effective. The traditional “pipe” view
of the intermediary in which the organisation is merely construed as a
channel for delivering support may no longer suffice. Intermediaries
are an active component of CS support systems, and their intercon-
nection and network with other relevant CS support agencies must be
managed properly to promote the continuity of their impact in SMEs.
The limitations of this study provide avenues for future research.
One of the weaknesses of secondary and desk research is that some
of the information gathered might be inadequate representation of
reality (Thorne, 1994). Hence, the offensive strategies derived from
the synthesis of reports and websites information of the various
NCPCs must be validated and confirmed. Thus, future research
should document how each of the offensive strategies employed by
the intermediaries either changed or failed to change behaviour in
specific firms they deal with. Also, identifying why and how the inter-
mediaries’ strategies changed corporate behaviour towards sustain-
ability might be a laudable research endeavour. This might enable
policymakers and intermediaries to improve corporate sustainability
strategies to bring about transformation in corporate sustainable
practices in SMEs. Another limitation of this study is that the sample
11
size was small and that the study was limited to National Cleaner Pro-
duction Centres in Uganda, Kenya, Ghana, and South Africa. Obvi-
ously, there are many NCPCs and countries in Africa. Future research
might increase the number of experts, NCPCs, and countries in order
to provide more comprehensive insights into the determinants of
intermediary performance in CS promotion in SMEs. We proposed
PESIS framework (see Figure 1) which represents empirically loose
patterns among the five emergent themes during the analysis. Future
research could strengthen these loose patterns and validate the PESIS
model by using quantitative techniques. Despite these limitations, we
have shared glimpses of the experiences of experts working in NCPCs
and what factors affect their ability to promote CS programmes
in SMEs.
OR CID
Samuel Howard Quartey https://orcid.org/0000-0003-3163-5095
Olamide Oguntoye https://orcid.org/0000-0002-7596-5398
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How to cite this article: Quartey SH, Oguntoye O. Promoting
corporate sustainability in small and medium-sized enterprises:
Key determinants of intermediary performance in Africa. Bus
Strat Env. 2020;1–13. https://doi.org/10.1002/bse.2423