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Article

Green Businesses in the Colombian Amazon: Dynamic Capabilities, Elements of Sustainable Development, and Characteristics of Innovative Performance

by
Carol Jennifer Cardozo Jiménez
1,2,
Sandra Cristina Riascos Erazo
1,
Héctor Eduardo Hernández-Núñez
3,4,* and
Fernando Casanoves
3,5
1
Doctorado en Administración, Facultad de Ciencias de la Administración, Universidad del Valle, Cali 760046, Colombia
2
Programa de Administración de Empresas, Facultad de Ciencias Económicas y Administrativas, Universidad de la Amazonia, Florencia 180001, Colombia
3
Programa de Doctorado en Ciencias Naturales y Desarrollo Sustentable, Facultad de Ciencias Agropecuarias, Universidad de la Amazonia, Florencia 180001, Colombia
4
Grupo de Investigaciones Agroecosistemas y Conservación en Bosques Amazónicos-GAIA, Centro de Investigaciones Amazónicas CIMAZ Macagual Cesar Augusto Estrada González, Universidad de la Amazonia, Florencia 180001, Colombia
5
CATIE—Centro Agronómico Tropical de Investigación y Enseñanza, Turrialba 30501, Costa Rica
*
Author to whom correspondence should be addressed.
Sustainability 2025, 17(17), 8003; https://doi.org/10.3390/su17178003
Submission received: 22 July 2025 / Revised: 22 August 2025 / Accepted: 1 September 2025 / Published: 5 September 2025
(This article belongs to the Section Economic and Business Aspects of Sustainability)
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Abstract

In the Colombian Amazon, green businesses have emerged as key strategies for sustainable development, yet they face critical challenges such as low organizational capacity, limited innovation, weak institutional coordination, and regional inequalities. This study analyzed the interaction between dynamic capabilities, sustainability, and innovation in 120 green businesses across the departments of Putumayo, Caquetá, and Amazonas, using 111 variables grouped into three dimensions, sustainable development, dynamic capabilities, and innovative performance. The analysis identified three business types: (1) Businesses with Potential, characterized by high levels of innovation, learning, and absorptive capacity; (2) Developing Businesses, with strengths in social, economic, and human capital but limited environmental sustainability; and (3) Limited Businesses, which lag in all three dimensions. Putumayo had the highest proportion of potential businesses, supported by strong institutional coordination through CORPOAMAZONIA; Caquetá stood out in financial inclusion and human capital, while Amazonas faced more structural limitations. The novelty of this research lies in integrating three conceptual frameworks into a territorialized analysis, enabling a deeper understanding of how these dimensions interact across diverse Amazonian contexts. Its main contribution is a functional typology of green businesses, which offers a basis for tailored policy recommendations aimed at enhancing capacities and fostering more resilient and sustainable enterprises.

1. Introduction

At the global level, multiple strategies have been developed, aiming at achieving sustainable development, understood as the ability to “meet the needs of the present without compromising the ability of future generations to meet their own needs” [1]. In the business sphere, sustainable development has become a key management trend, playing an increasingly important role in the formulation of contemporary organizational strategies [2]. One of the emerging strategies is the promotion of green businesses or ventures, which focus on the development and commercialization of products and services that, in addition to meeting customer expectations in terms of quality, performance, price, and convenience, do not generate negative impacts on the environment [3]. These business models contribute simultaneously to the generation of economic, social, and environmental benefits, known as the “triple bottom line” [4].
In the Colombian context, it has been identified that most green businesses correspond to micro-, small-, and medium-sized enterprises (MSMEs), predominantly located in rural areas. These initiatives are mainly concentrated in activities related to sustainable agroecosystems, non-timber forest products, and ecotourism [5]. In the Colombian Amazon, 344 green initiatives were registered in 2021, 270 of which are concentrated in the southern departments of Caquetá, Amazonas, and Putumayo [6]. This high concentration may be associated with the geostrategic position of these territories, which share borders with Peru, Brazil, and Ecuador, potentially facilitating access to resources and cross-border trade opportunities. Nevertheless, these initiatives face significant challenges, including a limited capacity for innovation, which has restricted their projection in international markets and their ability to scale production or specialize according to their comparative and competitive advantages [7].
The present study aims to analyze the dynamic capabilities, elements of sustainable development, and characteristics of innovative performance present in green businesses located in the southern Colombian Amazon. We hypothesize that there is a significant association between the level of dynamic capabilities and both sustainability and innovation performance, and that these relationships are influenced by territorial and sectoral factors. The research adopts a quantitative approach, drawing on the community capital framework [8] to integrate the dimensions of sustainable development, dynamic capabilities, and innovative performance in green businesses. A total of 120 enterprises were studied in the departments of Caquetá, Putumayo, and Amazonas.
The community capital approach provides a lens through which to understand how different forms of capital (social, human, natural, built, economic, political, and cultural) interact to shape sustainable development processes in diverse territorial contexts [9]. Previous studies have applied this framework to rural households in the Colombian Amazon [10]. In this case, our unit of analysis is the green business; therefore, we apply the organizational adaptation proposed by Sánchez et al. [8], which facilitates a comprehensive analysis of associative rural enterprises through interrelated dimensions that reflect their internal capacities and their interactions with the surrounding environment. This approach allows for the identification of strengths and weaknesses in the socio-organizational structure of green businesses, as well as for the analysis of relationships between access to, use of, and transformation of available capitals and their sustainable and innovative performance.
Finally, based on the results obtained in this study, the aim is to identify the strongest and weakest elements of sustainable development, dynamic capabilities, and innovation present in green businesses in the Colombian Amazon. This analysis will guide future lines of research aimed at understanding the interrelationships among these components. Additionally, the results provide strategic information useful for the formulation of public policies, business strengthening programs, and institutional decision-making at both local and regional levels, an essential aspect for reinforcing sustainable productive initiatives in the southern Colombian Amazon and contributing to the expansion and consolidation of their competitiveness in the market.

1.1. Conceptual Framework

Dynamic Capabilities

Dynamic capabilities are defined as organizational and strategic processes that allow firms to integrate, build, and reconfigure resources and competences to effectively respond to turbulent and changing environments [11,12,13]. Unlike ordinary capabilities, which focus on operational efficiency and daily survival, dynamic capabilities drive organizational transformation and adaptation, enabling the continuous renewal of competences and the generation of sustainable competitive advantages [13,14,15]. Teece, Pisano, and Shuen conceptualized dynamic capabilities as a firm’s ability to sense opportunities, seize them, and reconfigure resources according to environmental changes [12,13,16].
The literature draws a clear distinction between ordinary and dynamic capabilities. Ordinary capabilities refer to routines and operational processes that enable organizations to achieve immediate objectives, whereas dynamic capabilities govern and stimulate change, guiding the evolution of such routines and facilitating adaptation to new market conditions [14,15,17]. Within dynamic capabilities, several subtypes have been identified, including absorptive capacity (the acquisition and exploitation of external knowledge), organizational learning, innovation, and adaptation. These subdimensions are considered critical for strategic renewal and for ensuring survival in competitive environments [12,18].
In the case of green ventures, dynamic capabilities are essential because they enable organizations to identify opportunities, adapt to environmental changes, and commercialize sustainable innovations. Hällerstrand et al. [19] developed a conceptual framework based on case studies of 14 green ventures, highlighting that sensing, seizing, and reconfiguring capabilities are essential for responding to external changes and commercializing disruptive innovations in sectors such as biofuels and biomaterials. Complementarily, Arora et al. [20] show that the ability of new firms to sense and respond to changes in the market and environment is key to their growth, and that agility and local focus can enhance the performance of green ventures.
Recent empirical research has shown that green dynamic capabilities, such as the integration of sustainable resources, environmental adaptability, and organizational learning, positively influence innovation, environmental performance, and new venture growth. Xing [21] finds that green adaptability, resource integration, and absorptive capacity are key dimensions of dynamic capabilities that improve the financial, growth, and environmental performance of green ventures.

1.2. Sustainable Development

At the global level, multiple strategies have been developed, aiming at achieving sustainable development, understood as the ability to “meet the needs of the present without compromising the ability of future generations to meet their own needs” [22]. In the business sphere, sustainable development has become a key management trend, playing an increasingly important role in the formulation of contemporary organizational strategies [14]. One emerging strategy is the promotion of green businesses or initiatives, which focus on the development and commercialization of products and services that, in addition to meeting customer expectations in terms of quality, performance, price, and convenience, do not generate negative environmental impacts [12]. These business models contribute simultaneously to economic, social, and environmental benefits, known as the “triple bottom line” [18]. Furthermore, the community capitals framework provides an expanded perspective on sustainable development, emphasizing how different forms of capital (natural, human, social, cultural, political, financial, and built) interact to strengthen local resilience, foster collective action, and support long-term sustainability outcomes [23,24].

1.3. Innovative Performance

The concept of innovative performance refers to a firm’s ability to develop and commercialize new and valuable products, services, or processes, which is fundamental for the competitiveness and sustainability of green ventures. This innovative performance encompasses the generation of innovations and their positive impact on economic growth, environmental protection, and market differentiation [25,26,27]. In the context of green ventures, innovative performance is manifested through four main types of innovation: product innovation (introduction of new goods or services or significant improvements to existing ones), process innovation (improvements in production or distribution methods), marketing innovation (new commercialization, positioning, or promotion strategies), and organizational innovation (changes in the structure, management, or internal and external relationships of the firm) [26,27,28].

1.4. Interaction Between Dynamic Capabilities, Innovation, and Sustainable Development

Dynamic capabilities have emerged as a central element enabling organizations to innovate and adapt to the challenges of sustainable development. Their integration, sensing opportunities, seizing opportunities, and reconfiguring resources, is fundamental to fostering sustainability-oriented innovation and transforming business models toward more responsible and competitive practices [29,30,31].
In the innovation context, these capabilities facilitate the creation, extension, and modification of the firm’s resource base and business ecosystem, enabling the transition toward more sustainable products, processes, and business models [32,33,34]. It has been shown that resource reconfiguration has the greatest direct impact on the market performance of sustainable products [33,35,36]. Moreover, sustainability-oriented organizational culture and stakeholder collaboration are key drivers of innovation and competitive advantage [31,35,37].
Dynamic capabilities also mediate the relationship between corporate social responsibility practices, green innovation, and sustainable performance, allowing firms to respond effectively to regulatory pressures, consumer demands, and technological changes [35,38,39]. In industries such as manufacturing, logistics, and fashion, the development of dynamic capabilities has proven to be essential for achieving sustainability objectives and adapting to turbulent environments [29,34,40,41].
Finally, strengthening dynamic capabilities in small- and medium-sized enterprises, as well as in developing economies, is crucial to fostering sustainable innovation and long-term competitiveness [35,42,43]. This contributes not only to achieving the Sustainable Development Goals but also to balancing economic progress, environmental responsibility, and social well-being [37,44].

2. Materials and Methods

2.1. Study Area and Population

The study was conducted in different departments of the Colombian Amazon region, specifically in the departments of Putumayo, Caquetá, and Amazonas. In these departments, there is a greater presence of green businesses in this area of southern Colombia’s Amazon region, which are registered with the Corporation for the Sustainable Development of Southern Amazonia (CORPOAMAZONIA). For this study, a total of 120 green businesses were selected as follows: 51 in the department of Caquetá, 49 green businesses in the department of Putumayo, and 20 in Amazonas. All the businesses included met the requirement of being formally recognized in this registry, which ensured their relevance for the purposes of the study. The sampling followed a non-probabilistic purposive approach, aimed at including initiatives from different subsectors (sustainable agri-food, nature tourism, biotrade, and environmental services), in order to obtain a diverse sample that reflects the productive heterogeneity of the region.

2.2. Characterization of Dynamic Capabilities, Elements of Sustainable Development, and Characteristics of Innovative Performance

The research adopted a quantitative approach, which seeks to understand social phenomena through measurable variables and quantifiable data [45]. The conditions of each green business were identified by measuring sustainable development conditions (51 variables), dynamic capabilities (59 variables), and innovative performance (12 variables) (Table 1). This was done through the application of a survey with Likert-type responses to each representative of green businesses [46]. The instrument underwent a validation process, which was carried out through the participation of a panel of five expert judges, selected based on their academic background (undergraduate and graduate) and their research trajectory in areas such as Business Administration, Public Administration, Agroecological Engineering, and Agronomic Engineering, with doctoral training in Administration, Agricultural Sciences, and Natural Sciences and Sustainable Development. Each expert assessed the relevance, clarity, sufficiency, and pertinence of the items of the three constructs using a five-point Likert scale. Based on these evaluations, the Content Validity Coefficient (CVC) was calculated, adjusted for the error associated with the number of participating judges, following the interpretation criteria proposed by Hernández [47]: excellent (≥0.90), good (0.81–0.89), acceptable (0.71–0.80), poor (0.60–0.70), and unacceptable (<0.60). Items with a CVC above 0.81 were considered valid, while also incorporating the adjustments suggested by the experts in terms of wording and elimination of duplicates, which resulted in the final version of the questionnaire applied. Data collection was carried out between March 2024 and December 2024. For each green business, the sector, subsector, and products offered were taken into account.
The characterization of the elements of sustainable development present in each business was carried out using the community capital approach, adapted to organizations [8]. Key elements of sustainable development present in green businesses were identified, understood from the contribution of its constituent dimensions: environmental sustainability, economic development, and social inclusion, using the community capitals framework: social, human, natural, financial, built, and human (Table 1). These capitals provided information on the management of green businesses, both at the corporate and organizational levels.
Dynamic capabilities were identified through five conditions: a. absorptive capacity, b. adaptive capacity, c. learning capacity, and d. innovative capacity (Table 1). These correspond to the capabilities that may be developed in green business and are linked to higher-level strategic activities that enable the company to direct its ordinary activities toward higher returns in order to respond and cope with highly competitive environments based on innovation, price competition, and the quality of goods and services offered.
Finally, innovative performance was identified in green businesses. These were classified into product innovation (new products or improvements to existing ones), process innovation (improvements or differentiation in product production or distribution processes), marketing innovation (differential value in product marketing and presentation processes), and organizational innovation (related to changes in the organization’s internal operational and administrative processes) (Table 1).

2.3. Data Analysis

An indicator variable was constructed for each construct by transforming the associated variables and standardizing them on a [0, 4] scale. Subsequently, the variables corresponding to each criterion within a given category were summed, generating a category sub-indicator, which was also transformed to the [0, 4] range. The final construct indicator was then obtained by summing the category sub-indicators. Based on the category sub-indicators, a cluster analysis was performed using Ward’s method and Euclidean distance, allowing the green businesses to be grouped according to the similarity of their capabilities [48]. The determination of the number of clusters was carried out through inspection of the dendrogram, identifying the groups that exhibited high between-cluster variance and minimal within-cluster variance. An analysis of variance (ANOVA) using linear models was then applied to compare the indices across the different types of green businesses. The typologies were considered as fixed effects and the green business as a random effect [49,50]. Analyses of the assumptions of normality and variance heterogeneity were conducted through inspection of the residuals [51]. Comparisons of means of typology were performed with DGC (p < 0.05) [52]. The frequencies of the categorical variables were generated using contingency tables [48].
The correspondence between the types of green businesses and their geographical location (department), productive sector (Sustainable Agro-Systems, Natural Resource Utilization, BioTrade), and type of activity (food, handicrafts, wooden furniture, tourism, and others) was estimated using contingency table analysis [48]. To explore the relationships among the construct variables, biplots were generated using principal component analysis (PCA): one based on the category sub-indicators and another using the global indicators of each construct, while also identifying the types of green businesses [53]. Finally, a Pearson correlation analysis was conducted among all variables associated with the different criteria considered (Table 1).

3. Results

3.1. Dynamic Capabilities, Sustainable Development, and Characteristics of Innovative Performance in Green Businesses

Green businesses were classified into three types according to their conditions in dynamic capabilities (DC), sustainable development (SD), and innovative performance (IP). For this study, they were named as Type 1: Businesses with Potential (29%, n = 35), Type 2: Businesses in Development (24%, n = 29), and Type 3: Limited Businesses (47%, n = 56). Businesses with Potential exhibited the highest levels of dynamic capabilities (2.15 ± 0.02), showing statistically significant differences (p < 0.05) when compared to Businesses in Development and Limited Businesses. Regarding sustainable development and innovative performance, both Businesses with Potential and Businesses in Development achieved higher values than Limited Businesses, which showed the lowest levels in both components (Figure 1).

3.2. Dynamic Capabilities in Green Businesses in the Colombian Amazon

Businesses with Potential stands out for having the best conditions in terms of dynamic capabilities compared to Businesses in Development and Limited Businesses. Innovation capability (IND) reaches its highest value in this group (2.16), showing a clear difference from the others. Likewise, the variables of absorption capacity (ABC), adaptation capacity (ADC), and learning capacity (LEC) also register higher values in Businesses with Potential. However, these differences are not significant compared to Businesses in Development, although they are significant in relation to Limited Businesses, which show the lowest levels of dynamic capabilities. In the latter, innovation capacity (IND) is the variable with the lowest value (1.88), reflecting greater weakness in this component.

3.3. Sustainable Development in Green Businesses in the Colombian Amazon

In terms of sustainable development, Businesses in Development presented higher values in several sustainable development elements compared to Businesses with Potential and Limited Businesses. These are particularly evident in social capital (SC = 2.97), economic capital (EC = 2.43), and human capital (HC = 3.3). However, this group exhibited lower values in elements related to environmental capital (ENC) and physical capital (PC) compared to the other two business types. Businesses with Potential have higher values for environmental capital ENC (2.39) and physical capital PC (3.17), and a low value for economic capital EC (2.03). Finally, Limited Businesses showed low values for sustainable development elements related to the variables of social capital SC, physical capital PC, and human capital HC, with social capital being the least representative (2.55).

3.4. Innovative Performance in Green Businesses in the Colombian Amazon

Businesses with Potential (Type 1) and Businesses in Development (Type 2) recorded higher mean values in innovative performance (2.49 and 2.36, respectively) than Limited Businesses (Type 3), which showed a significantly lower value of 2.24 (p < 0.05) (Figure 1).

3.5. Correspondence Between Departments, Types, Sectors, and Activities

The distribution of green business types in the Colombian Amazon reveals different patterns by department and sector (Figure 2). Putumayo stands out for its high concentration of Businesses with Potential (74.3%), which is closely linked to enterprises in the sustainable agroecosystems sector (40%). In contrast, Caquetá shows a strong presence of Businesses in Development (75.9%), particularly in the sustainable agroecosystems sector (55.17%) and in BioTrade (20.69%). Amazonas, although with a lower total share (16.67%), is projected to be closer to the Biocommerce sector and to the typologies Businesses in Development and Limited Businesses, with values of 17.24% in Businesses in Development–Biocommerce and 12.5% in Limited Businesses–Biocommerce. The Biocommerce sector, represented graphically as a central node, reflects its coordinating role between departments, especially between Caquetá and Putumayo, both with a 21.67% total share. Finally, although the Waste Utilization and Valorization sector has a lower percentage weight, its graphic proximity to Putumayo reinforces its localized presence in this department. When breaking down green businesses by specific activities, businesses in the department of Putumayo classified as Businesses with Potential concentrate the highest proportion in food activities (45.7%), followed by tourism (14.3%) and handicrafts (8.57%). In Caquetá, green businesses in the food sector represent the highest proportion within the department and are mainly classified as Businesses in Development. Overall, within this typology, food accounts for 55.2% and tourism for 13.8% of the green businesses classified in it. Limited Businesses has a more diverse distribution: handicrafts in Caquetá (19.6%) and Amazonas (8.93%), as well as tourism in Putumayo (16.1%) and Amazonas (8.93%).
Principal component analysis (PCA) shows that the first two axes together explain 45.2% of the total variability in the data. Axis 1 is strongly related to variables such as environmental capital (ENC), physical capital (CP), human capital (HC), innovation capacity (IND), and organizational capacities such as absorption (ABC) and adaptation (ADC), which are grouped toward the left end of the graph. Axis 2 mainly differentiates variables associated with social and strategic structure, such as social capital (SC), economic capital (EC), learning capacity (LEC), and innovative performance (IP), which are oriented toward the top of the graph (Figure 3).
The correlation graph showed high correlations between the variables of innovation capacity and environmental capital (r = 0.76); similarly, the sustainable development construct showed a strong relationship with the human capital variable (r = 0.73); while the dynamic capabilities construct showed a strong relationship with absorption capacity and innovation capacity, respectively (r = 0.77 and r = 0.73); it also showed a significant correlation with the sustainable development construct (r = 0.68) (Figure 4). A moderate relationship was identified between the variables of human capital and social capital (r = 0.35), absorption capacity and human capital (r = 0.41); learning capacity and adaptation capacity (r = 0.37); innovation capacity with physical capital (0.35); while the sustainable development construct showed a moderate relationship with all variables (32 < r<0.53); as for the dynamic capabilities construct, a moderate relationship was found with the variables of environmental capital (r = 0.57), physical capital (r = 0.35), human capital (r = 0.45), adaptability (r = 0.58), learning capacity (r = 0.57), and with the variable types of innovation (r = 0.39). Finally, the innovative performance construct showed a moderate relationship with the variables of human capital (r = 0.34) and with the constructs of dynamic capabilities (r = 0.39) and sustainable development (r = 0.32).

4. Discussion

The results of the study identified three types of green businesses: T1: Businesses with Potential, T2: Businesses in Development, and T3: Limited Businesses. All three types show marked differences and significant variations in their levels of dynamic capabilities, sustainable development, and innovative performance. This heterogeneity can be explained in part by factors such as geographical location, the economic sector to which they belong, and the nature of their productive activities, which reinforces the importance of the local context in organizational development. In line with this, Malikov et al. [54] point out that a company’s operational capacity is influenced by the geographical space in which it is located, allowing environmental conditions to directly affect its processes and results. Furthermore, evidence suggests that effective development of dynamic capabilities, accompanied by strategic routines and integrated value chains, can be decisive in achieving a sustained competitive advantage in sustainability-oriented businesses [55]. In turn, geographical proximity to sources of financing is an important facilitator for green innovation, as it improves access to resources and reduces barriers to technology adoption, as highlighted by Sheng and Ding [56], which could partly explain this heterogeneity among green businesses in this territory. Taken together, these findings highlight that the territorial environment and access to strategic resources are key factors for the strengthening and differentiation of green businesses in the Amazon region.
In relation to the construction of dynamic capabilities, the results show that green businesses classified as Businesses with Potential have the highest levels, particularly in terms of innovation capacity. This outstanding performance can be explained by strategic decisions aimed at investing in new technologies, optimizing processes, strengthening human capital, and establishing partnerships with universities and research centers. These findings coincide with those of Córdoba-Vega and Naranjo-Valencia [57], who assert that investment in technological infrastructure and training processes is directly associated with increased sales, thus underscoring the need to conceive of innovation as a structural, continuous, and systemic process. Specifically, Businesses with Potential, mostly located in the department of Putumayo, show the highest levels of dynamic capabilities, especially in innovation. This performance is linked to strategic decisions such as strengthening infrastructure, investing in training, technologies, and processes, as well as building alliances with universities and research centers [56]. These factors foster sustainable growth, boost productivity, encourage the launch of new products and job creation, and incorporate specialized competencies. In this line, several authors agree that innovation constitutes a central strategic resource in green ventures, by integrating learning, knowledge, and technology to face dynamic environments [36,58]. In this context, innovation has been decisive in strengthening green businesses, by facilitating organizational learning, access to technical assistance, and adaptation to new market trends.
The department of Putumayo stands out as a territory with favorable institutional conditions for the development of dynamic capabilities. This strength may be related to the leadership of the Regional Autonomous Corporation of the Southern Amazon (CORPOAMAZONIA), which has played a fundamental role in coordinating local actors, monitoring commitments, and managing resources to strengthen the Regional Green Business Program [6]. The most representative sectors in this department are sustainable agroecosystems linked to food production and biotrade associated with ecotourism, in which business initiatives have made significant progress. According to the 2024 Economic Study of Putumayo conducted by the Chamber of Commerce, the department has undergone a marked strengthening of its agricultural and agro-industrial sectors, resulting in the consolidation of various value chains. Furthermore, the tourism sector has acquired growing relevance, emerging as one of the key pillars of the regional economy [59]. Ortiz Ordóñez [60] highlights that ecotourism in this region, supported by its natural wealth and oriented towards adventure and environmental education, represents a significant opportunity for income generation and local economic recovery.
Limited Businesses (T3), located mainly in the department of Amazonas, show weaknesses in dynamic capabilities, especially in innovation, which limits their competitiveness and sustainability. This situation is consistent with the observations of Fabrizio et al. [61], who underline that the scarcity of strategic resources in SMEs restricts their competitive advantages. Taken together, these results support the idea that strengthening the dynamic capabilities of small businesses depends not only on internal resources, but also on the institutional environment, organizational learning, managerial experience, and the ability to adapt to the environment. These factors, strategically integrated, can lead to a sustainable competitive advantage [62].
In relation to the sustainable development (SD) elements present in green businesses in southern Colombian Amazonia, it was found that Businesses in Development, which account for 24% of cases, stand out for having higher levels of social, economic, and human capital associated with this construct. Most of the businesses classified in this typology are in the department of Caquetá, a territory that presents relatively favorable conditions compared to other departments analyzed. Caquetá has the greatest access to financial services, evidenced by the highest number of savings accounts per capita and bank branches, which facilitates the financial inclusion of local enterprises. Likewise, from a social perspective, this department shows a slight advantage in terms of average schooling, especially in urban areas, which can have a positive impact on employability levels and the absorption of technical skills by the business sector [63]. However, despite these strengths, Businesses in Development recorded the lowest levels in relation to the environmental dimension of sustainable development, compared to the other two types. This situation highlights a critical gap between socioeconomic capacities and the implementation of responsible environmental practices, suggesting limitations in terms of knowledge, technical training, and access to specific resources for sustainability. These findings coincide with those of Álvarez Jaramillo et al. [64], who highlight that a lack of awareness of the tangible benefits of sustainable practices, together with the absence of adequate financing, constitute recurring barriers in small- and medium-sized enterprises. Therefore, there is a reaffirmed need to design strategies that strengthen the technical and institutional capacities of these businesses, as well as differentiated financing mechanisms that promote environmental sustainability as a cross-cutting axis of business development in Amazonian contexts.
Another critical factor that conditions sustainability elements, and therefore the competitiveness of green businesses in Amazonia, is geographical location, which emerges as physical capital related to infrastructure, communication routes, and means of transport, directly affecting the operational capacity of companies [8]. The case of the department of Amazonas, where Limited Businesses predominate, is an evident example: the exclusive dependence on air transport significantly increases input and packaging costs, reducing competitiveness compared to businesses located in regions with greater connectivity.
Additionally, geographical proximity to financing sources is a determining factor in promoting innovation and sustainability. Sheng and Ding [56] emphasize that closeness to financial institutions improves access to economic resources, reduces barriers to technology adoption, and facilitates the implementation of green practices. Along these lines, previous studies have shown that companies located in territories with greater institutional density and connectivity tend to develop higher dynamic and innovative capabilities [65,66]. Likewise, research by Hällerstrand et al. [19] and Zhang et al. [67] highlights that the territorial environment not only influences the availability of physical resources, but also the construction of collaborative networks, organizational learning, and knowledge transfer, factors that strengthen the adaptation and innovation capabilities of green businesses.
Taken together, these findings reinforce the idea that progress towards sustainability in green businesses in southern Colombian Amazonia does not depend solely on internal capital, human, social, and financial, but also on external conditions linked to infrastructure, financing, and territorial networks. Therefore, the sustainable development of Amazonian green businesses requires differentiated policies that reduce territorial gaps and promote more favorable environments for innovation and sustainable competitiveness [36,58]. Although their strategic location on the triple border with Brazil, Peru, and Ecuador represents a geopolitical advantage, in practice they face structural limitations that restrict their competitiveness, such as high logistics costs, low productivity in the primary stage, high levels of informality, competition with illegal markets, and the absence of differentiated incentives. These results show that structural and institutional factors decisively influence the consolidation of sustainable and innovative businesses, in line with North [68] and more recently Acemoglu and Robinson [69], who highlight that the quality of institutions and territorial connectivity determine the capacity of productive systems to generate sustainable competitive advantages.
Finally, in terms of the territorial and sectoral distribution of green businesses, the department of Amazonas ranks as the most unfavorable in terms of dynamic capabilities (DC), sustainable development (SD), and innovative performance (IP). Despite its strategic location on the triple border with Brazil, Peru, and Ecuador, it faces multiple structural limitations that hinder its competitiveness, such as high logistics costs, low productivity in the primary stage, high levels of informality, competition with illegal markets, and the lack of differentiated incentives [70]. These results highlight the decisive influence of the institutional environment, territorial connectivity, and the implementation of public policies in strengthening sustainable and innovative businesses in regional contexts. Despite this, Amazonas has high potential for the development of green businesses linked to nature tourism and the sustainable use of biodiversity. However, its consolidation is limited by insufficient institutional coordination, growing pressure on natural resources, and persistent socio-historical challenges related to violence and institutional mistrust [71,72]. These findings are consistent with Borah et al. [36], who argue that business sustainability in border territories depends not only on internal company resources, but also on the design of differentiated public policies, access to green financing, and the capacity of local institutions to articulate support networks and territorial governance. In summary, southern Colombian Amazonia reflects how the combination of structural barriers, institutional limitations, and socio-historical contexts conditions the development of green businesses, even in territories with abundant biodiversity and tourism potential. Therefore, it is essential to promote public policy strategies that strengthen technical and innovation capacities, reduce logistical gaps, and foster reliable institutional environments that drive the region’s sustainable competitiveness [19,59,73].

5. Conclusions

Green businesses in the Colombian Amazon show significant heterogeneity in their levels of sustainable development, dynamic capabilities, and innovative performance, which can be explained by territorial, sectoral, and organizational factors. The typological classification allowed us to identify three distinct profiles: Businesses with Potential (T1), Developing Businesses (T2), and Limited Businesses (T3), with the latter being the most vulnerable in terms of sustainability and innovation. Therefore, government actions must be differentiated between business types in order to recognize the particularities of each territory and business type and act on those needs.
Businesses with Potential are associated with greater dynamic capabilities, especially in innovation, and are concentrated in Putumayo, where institutional coordination led by CORPOAMAZONIA has facilitated favorable environments for business strengthening. In contrast, Businesses in Development, which is predominant in Caquetá, stands out for its social, economic, and human capital, although it lags behind in sustainable environmental practices, reflecting a critical gap between socioeconomic capacities and environmental performance. Finally, Limited Businesses, which predominate in Amazonas, group together the most lagging businesses, affected by structural barriers such as territorial disconnection, informality, and lack of incentives.
Despite territorial contrasts, significant relationships were identified between key variables such as human capital, absorption and innovation capacities, and sustainable performance. These findings reinforce the importance of integrating strategies that articulate the development of organizational capacities with environmental sustainability, understood not as an isolated component, but as a cross-cutting axis of business competitiveness in Amazonian contexts.
Finally, it is recommended to design and implement differentiated public policies for the strengthening of green enterprises in the Colombian Amazon, with an emphasis on three fronts: (i) Consolidation of technical and innovation capacities through alliances with academic institutions and territorially based training programs; in this regard, the University of the Amazon offers a wide range of undergraduate, graduate, and research programs focused on the region, including Agroecology, Biology, postgraduate degrees in Environmental Education and Sustainable Production Systems, as well as the Doctorate in Sustainable Development. The National University of Colombia, through the Special Program for Territorial Admission (PAET), facilitates access to higher education for students from Amazonas, Caquetá, and Putumayo, encouraging the return of local talent. Meanwhile, the National Training Service (SENA) promotes technical, technological, and complementary training, with initiatives such as SENA Emprende Rural, aimed at rural entrepreneurs, and SENNOVA, which fosters regional technological innovation; (ii) creation of flexible and accessible financing mechanisms, particularly oriented toward stop practices, such as exclusive regional green loans for sustainable projects, support from multilateral organizations such as the GCF and the IDB, innovative instruments such as debt-for-nature swaps and biodiversity bonds, and payments for environmental services; and (iii) strengthening of territorial governance, promoting institutional coordination schemes that facilitate access to resources, technical support, and visibility of these initiatives at regional and national levels, through the consolidation of a coordination platform among national entities (e.g., Ministry of Environment, DNP), regional environmental authorities (e.g., CORPOAMAZONIA), and local governments, in order to avoid duplication of efforts and build a common roadmap.
It is also essential to ensure the active inclusion of Indigenous and rural communities in decision-making processes regarding land use, protected areas, and sustainable productive projects, under principles of prior consultation and co-management, as well as the recognition of traditional knowledge in biodiversity and bioeconomy management plans. In parallel, a sustainable development project bank is needed to facilitate access to international cooperation funds (e.g., Visión Amazonia, Green Climate Fund) and to the national royalties system under differentiated criteria for the region. The articulation of public–community–private partnerships would likewise enable the scaling up of bioeconomy, sustainable tourism, and green market initiatives, while cross-border integration with Brazil, Peru, and Ecuador would foster the creation of ecological corridors and binational conservation agreements. Finally, the promotion of territorially based academic and research networks (SENA, regional universities, and NGOs) would strengthen local capacities and promote the transfer of innovation to green enterprises.
For future research, it is recommended to further examine the role of community capitals (natural, social, human, cultural, political, financial, and built) in shaping dynamic capabilities and fostering sustainable innovation in green enterprises. It is also important to analyze the interactions among governance mechanisms, access to green finance, and territorial alliances, in order to understand how institutional frameworks may foster or constrain the consolidation of sustainability-oriented business models. Finally, future studies should incorporate qualitative perspectives from both green businesses themselves and their customers.

Author Contributions

Conceptualization, C.J.C.J. and S.C.R.E.; methodology, C.J.C.J., S.C.R.E., H.E.H.-N. and F.C.; software, H.E.H.-N.; validation, C.J.C.J., S.C.R.E., H.E.H.-N. and F.C.; formal analysis, C.J.C.J. and H.E.H.-N.; investigation, C.J.C.J.; resources, C.J.C.J.; data curation, H.E.H.-N. and F.C.; writing—original draft preparation, C.J.C.J.; writing—review and editing, C.J.C.J., H.E.H.-N. and F.C.; visualization, C.J.C.J.; supervision, S.C.R.E.; project administration, C.J.C.J.; funding acquisition, C.J.C.J. All authors have read and agreed to the published version of the manuscript.

Funding

This research received no external funding.

Data Availability Statement

The data are being used for future publication.

Acknowledgments

We would like to thank the owners of green businesses in the Colombian Amazon, who kindly helped us to carry out this research.

Conflicts of Interest

The authors declare no conflicts of interest.

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Figure 1. Level of dynamic capabilities, sustainable development, and characteristics of innovative performance of green businesses in the Colombian Amazon. The values represent the mean and standard deviation. Different letters indicate significant differences (p < 0.05). Social Capital (SC), Economic Capital (EC), Environmental Capital (ENC), Physical Capital (PC), Human Capital (HC), Absorption Capacity (ABC), Adaptation Capacity (ADC), Learning Capacity (LEC), Innovation Capacity (IND), Types of Innovation (IT), Sustainable Development (SD), Dynamic Capabilities (DC), Innovative Performance (IP), T1: Businesses with Potential, T2: Businesses in Development, T3: Limited Businesses.
Figure 1. Level of dynamic capabilities, sustainable development, and characteristics of innovative performance of green businesses in the Colombian Amazon. The values represent the mean and standard deviation. Different letters indicate significant differences (p < 0.05). Social Capital (SC), Economic Capital (EC), Environmental Capital (ENC), Physical Capital (PC), Human Capital (HC), Absorption Capacity (ABC), Adaptation Capacity (ADC), Learning Capacity (LEC), Innovation Capacity (IND), Types of Innovation (IT), Sustainable Development (SD), Dynamic Capabilities (DC), Innovative Performance (IP), T1: Businesses with Potential, T2: Businesses in Development, T3: Limited Businesses.
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Figure 2. Correspondence between types of green businesses, department, sectors, and activities. (a). Green businesses, departments and sectors. (b). Green businesses, departments and activities T1: Businesses with Potential, T2: Businesses in Development, T3: Limited Businesses.
Figure 2. Correspondence between types of green businesses, department, sectors, and activities. (a). Green businesses, departments and sectors. (b). Green businesses, departments and activities T1: Businesses with Potential, T2: Businesses in Development, T3: Limited Businesses.
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Figure 3. Relationships between the variables of dynamic capabilities, sustainable development, and characteristics of innovative performance in green businesses. (a). Biplot is constructed with principal component analysis using all the indices of dynamic capabilities, sustainable development, and characteristics of innovative performance and identifying the three types of green businesses. (b). Biplot constructed with principal component analysis using the indices of dynamic capabilities, sustainable development, and characteristics of innovative performance, identifying the three types of green businesses. Social Capital (SC), Economic Capital (EC), Environmental Capital (ENC), Physical Capital (PC), Human Capital (HC), Absorption Capacity (ABC), Adaptation Capacity (ADC), Learning Capacity (LEC), Innovation Capacity (IND), Types of Innovation (IT), Sustainable Development (SD), Dynamic Capabilities (DC), Innovative Performance (IP). T1: Businesses with Potential, T2: Businesses in Development, T3: Limited Businesses.
Figure 3. Relationships between the variables of dynamic capabilities, sustainable development, and characteristics of innovative performance in green businesses. (a). Biplot is constructed with principal component analysis using all the indices of dynamic capabilities, sustainable development, and characteristics of innovative performance and identifying the three types of green businesses. (b). Biplot constructed with principal component analysis using the indices of dynamic capabilities, sustainable development, and characteristics of innovative performance, identifying the three types of green businesses. Social Capital (SC), Economic Capital (EC), Environmental Capital (ENC), Physical Capital (PC), Human Capital (HC), Absorption Capacity (ABC), Adaptation Capacity (ADC), Learning Capacity (LEC), Innovation Capacity (IND), Types of Innovation (IT), Sustainable Development (SD), Dynamic Capabilities (DC), Innovative Performance (IP). T1: Businesses with Potential, T2: Businesses in Development, T3: Limited Businesses.
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Figure 4. Correlation between types of green businesses, department, sectors, and activities. Only significant correlations are presented (p < 0.05). Social Capital (SC), Economic Capital (EC), Environmental Capital (ENC), Physical Capital (PC), Human Capital (HC), Absorption Capacity (ABC), Adaptation Capacity (ADC), Learning Capacity (LEC), Innovation Capacity (IND), Types of Innovation (IT), Sustainable Development (SD), Dynamic capabilities (DC), Innovative Performance (IP).
Figure 4. Correlation between types of green businesses, department, sectors, and activities. Only significant correlations are presented (p < 0.05). Social Capital (SC), Economic Capital (EC), Environmental Capital (ENC), Physical Capital (PC), Human Capital (HC), Absorption Capacity (ABC), Adaptation Capacity (ADC), Learning Capacity (LEC), Innovation Capacity (IND), Types of Innovation (IT), Sustainable Development (SD), Dynamic capabilities (DC), Innovative Performance (IP).
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Table 1. Variables used to characterize green businesses in the Colombian Amazon.
Table 1. Variables used to characterize green businesses in the Colombian Amazon.
CategoryCriteriaNumber of Measurement Variables
Sustainable Development
Social CapitalSocial awareness2
Work environment2
Community involvement2
Inclusion and equity2
Training2
Financial CapitalFinancial analysis3
Access to financial services3
Economic and environmental awareness3
Natural CapitalUse and management of natural resources4
Good production practices2
Certifications2
Built CapitalBasic services4
Access roads and means of transportation2
Production tools1
Basic physical infrastructure1
Human CapitalAdministrative staff6
Political management and influence2
Internal regulations5
Strategic planning4
Dynamic Capabilities
Absorptive CapacityRecognition10
Acquisition5
Assimilation5
Transformation and exploitation5
Adaptive CapacityAdaptive resources5
Learning CapacityKnowledge acquisition4
Knowledge generation5
Knowledge combination4
Innovation CapacityInnovation intent7
Innovation infrastructure9
Innovative Performance
Types of InnovationProduct innovation3
Process innovation3
Marketing innovation3
Organizational innovation3
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Cardozo Jiménez, C.J.; Riascos Erazo, S.C.; Hernández-Núñez, H.E.; Casanoves, F. Green Businesses in the Colombian Amazon: Dynamic Capabilities, Elements of Sustainable Development, and Characteristics of Innovative Performance. Sustainability 2025, 17, 8003. https://doi.org/10.3390/su17178003

AMA Style

Cardozo Jiménez CJ, Riascos Erazo SC, Hernández-Núñez HE, Casanoves F. Green Businesses in the Colombian Amazon: Dynamic Capabilities, Elements of Sustainable Development, and Characteristics of Innovative Performance. Sustainability. 2025; 17(17):8003. https://doi.org/10.3390/su17178003

Chicago/Turabian Style

Cardozo Jiménez, Carol Jennifer, Sandra Cristina Riascos Erazo, Héctor Eduardo Hernández-Núñez, and Fernando Casanoves. 2025. "Green Businesses in the Colombian Amazon: Dynamic Capabilities, Elements of Sustainable Development, and Characteristics of Innovative Performance" Sustainability 17, no. 17: 8003. https://doi.org/10.3390/su17178003

APA Style

Cardozo Jiménez, C. J., Riascos Erazo, S. C., Hernández-Núñez, H. E., & Casanoves, F. (2025). Green Businesses in the Colombian Amazon: Dynamic Capabilities, Elements of Sustainable Development, and Characteristics of Innovative Performance. Sustainability, 17(17), 8003. https://doi.org/10.3390/su17178003

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