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PurposeA successful implementation of mass customization and customer‐order‐driven production can bring numerous benefits to automakers. However, the transition from mass production to mass customization is difficult. Most of the previous studies focus on mature markets, leaving emerging markets untouched. The purpose of this paper is to investigate the necessity of making the strategic transition to mass customization in an emerging market.Design/methodology/approachThis research is based on an extensive field study. A multi‐method approach (including semi‐structured interviews, document examination and plant tours) was used to collect the data at different levels in five commercial vehicle manufacturers.FindingsThe respective advantages and disadvantages of these two manufacturing strategies are analyzed based on the findings and a framework is established. The drivers of the transition to mass customization have been recognized and the obstacles of transition are identified. The specific benefits of a successful mass customization implementation are listed. According to the empirical evidence, this paper concludes that customer‐order‐driven production is a promising direction in a rapidly changing market such as China.Originality/valueThis study makes a contribution in two aspects. First, the evidence of mass customization fills a gap in the empirical literature and the findings of mass production help cross validate the drawbacks reported in other studies. Second, this study presents a transition model to facilitate automakers to analyze the complex phenomena in a systematic way when they embark upon the strategic transition to mass customization.

Agribusinesses play an important role in the process of green and low-carbon transformation of China's economy. It is extremely necessary to explore how to promote green entrepreneurship in agribusiness to promote a win-win situation for the environmental and economic and social performance to achieve the sustainable development goals of agribusinesses. Based on intellectual capital theory and natural resource-based theory, this study introduces green intellectual capital (GIC) and sustainable business model innovation (SBMI) as chain mediators to build a theoretical model for exploring the impact mechanism of green entrepreneurial orientation (GEO) on sustainable performance (SP) of agribusinesses. Through the empirical analysis of 621 agribusinesses' research data, the results show that (1) GEO has a positive impact on SP of agribusinesses; (2) GIC and SBMI are important transmission factors for the transformation of green entrepreneurial orientation into the sustainable performance of enterprises, and play a mediating role in the relationship between GEO and SP of agribusinesses; and (3) GEO promotes SBMI through the accumulation of GCI, which in turn enhances SP of agribusiness. This study not only enriches the theoretical scope of green entrepreneurship research in terms of subdimensions, but also provides theoretical references and practical guidance for agribusinesses to improve their sustainable performance.