Developing Green Hydrogen‐Based Regenerative Supply Chain Strategies for a Sustainable Future: An Empirical Study

Climate change poses a significant challenge for governments and businesses around the world. Amidst the increasing calls for decarbonization of the economy to combat climate change, policymakers and decision‐makers are carefully considering the advantages and disadvantages of green hydrogen. To enable a successful green hydrogen economy, all participants must emphasize the green hydrogen regenerative supply chain and prioritize the reconfiguration of tacit, rare, and socially complex resources. This concerted effort is essential for building green hydrogen regenerative supply chain capabilities. However, it is worth noting that the existing literature falls short in providing empirical evidence regarding the direct impact of such resources on organizational capabilities and the methods by which dynamic capabilities are cultivated to thrive in the rapidly changing business environment. Hence, the study firstly aims to identify and examine the effect of tactic resources, rare resources, and socially complex resources that help to build organization capabilities or zero‐level capabilities (i.e., pollution prevention capabilities and product stewardship capabilities). Second, the study investigates how the firm recombines or reconfigures its organization capabilities or zero‐level capabilities (i.e., pollution prevention capabilities and product stewardship capabilities) into first‐order capabilities or dynamic capabilities (i.e., green hydrogen regenerative supply chain capabilities) that better fit its environment. Thirdly, the study aims to understand how dynamic capabilities (i.e., green hydrogen regenerative supply chain capabilities) help to achieve enhanced operational performance. The data has been analyzed using empirical methods, and the findings provide interesting insights for research scholars, practitioners and policy makers.