Pathways to sustainable competitive performance: social entrepreneurship orientation, disruptive innovation and artificial intelligence capabilities

Why doing good can be good business

Many people assume that companies must choose between helping society and staying ahead of competitors. This study challenges that idea. It shows how firms that weave social goals into their core strategy, embrace bold new ideas, and build strong artificial intelligence (AI) capabilities can actually outperform rivals over the long run. By examining high‑tech companies in China, the authors trace how a "do good and do well" mindset can spark disruptive breakthroughs and lead to more durable success.

Businesses with a social compass

At the heart of the study is a concept called social entrepreneurship orientation, which simply means running a business with both a sharp eye for opportunities and a clear social mission. Instead of treating social projects as side activities, these firms place social goals—such as inclusion, environmental care or community wellbeing—right alongside profit targets. They take calculated risks to tackle unmet needs, especially in groups that mainstream markets often ignore. The authors argue that this socially driven way of thinking becomes a valuable internal strength that competitors find hard to copy.

Bold breakthroughs that change the game

The study focuses on one particular type of progress: disruptive innovation. Unlike small upgrades to existing products, disruptive innovations start in overlooked corners of the market—serving customers who may have been priced out, underserved or simply ignored. Over time, these new solutions can reshape entire industries. The researchers propose that firms guided by social aims are especially likely to spot these neglected needs and reassemble their resources in creative ways, which in turn makes disruptive breakthroughs more likely.

How artificial intelligence boosts the process

AI enters the picture as a powerful enabler rather than a direct driver of performance. Companies with strong AI capabilities can sift through huge amounts of data, detect emerging patterns and adjust their operations quickly. In this study, AI strengthens the link between a firm’s social focus and its disruptive innovations. When a socially minded company also has sophisticated AI tools, it can more effectively uncover hidden problems, test novel solutions and move promising ideas forward. However, the study finds that AI does not automatically turn disruptive ideas into lasting market success; it mainly enhances the early stages where ideas are discovered and shaped.

Evidence from real firms

To test these ideas, the authors surveyed 229 senior and research‑and‑development managers from high‑tech firms in major Chinese innovation hubs. Using well‑established questionnaires, they measured each firm’s social orientation, level of disruptive innovation, AI capabilities and long‑term competitive performance (such as customer satisfaction, response speed and profit growth compared with rivals). Statistical analyses show three clear patterns: firms with stronger social entrepreneurship orientation perform better over time; disruptive innovation partly explains this link; and AI capabilities make the social–innovation connection even stronger.

What it all means for companies and society

Put simply, the study concludes that companies do not have to choose between social responsibility and competitive strength. When high‑tech firms commit to solving real social problems, they are more likely to discover disruptive ideas that open new markets and create lasting advantages. AI can sharpen this process by helping leaders sense opportunities and navigate complexity, though human judgment and market learning remain crucial in turning bold ideas into stable success. For readers, the message is that aligning business with social purpose—supported by smart use of AI—is not just ethically appealing; it can also be a practical pathway to sustainable, long‑term performance.

Citation: Wang, C., Zhang, Q. & Zhang, W. Pathways to sustainable competitive performance: social entrepreneurship orientation, disruptive innovation and artificial intelligence capabilities. Humanit Soc Sci Commun 13, 481 (2026). https://doi.org/10.1057/s41599-026-06851-7

Keywords: social entrepreneurship, disruptive innovation, artificial intelligence, sustainable competitiveness, high-tech firms