Resource Based View

Despite the claim that Artificial Intelligence (AI) can revolutionize the way private and public organizations do business, to date organizations still face a number of obstacles in leveraging such technologies and realizing performance gains. Past studies in other novel information technologies argue that organizations must develop a capability of effectively orchestrating and deploying necessary complementary resources. We contend that if organizations aim to realize any substantial performance gains from their AI investments, they must develop and promote an AI Capability. This paper theoretically develops the concept of an AI capability and presents the main dimensions that comprise it. To do so, we ground this concept in the resource-based view of the firm and by surveying the latest literature on AI, we identify the constituent components that jointly comprise it.

Information Technology and e-business have opened a new era of prosperity in the competitive and global business environment since technology makes the business processes easier and initiates amicable customer service. But the SMEs of developing countries like Bangladesh are not still prepared to adopt technology and e-business except some rare examples. Various studies also represented all types of impediments wherever it is from inside or outside of the organization related to IT in SMEs. The study focused on internal factors as impediments which are caused by inside the organization and external factors like government involvement, SME industry regulatory bodies or collaboration among themselves. This paper represents available relevant literatures and conducted following survey as a pilot study to find out the results. The study also discussed a model for IT impediments in SMEs of Bangladesh, the primary level relevant issues, methodology of the study, necessary supportive services to resolve the impediments.

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A number of studies based on the Resource Based View (RBV) consider resources as the only sources of gaining a source of a firm's sustainable competitive advantage. According to the RBV approach, there are qualities that resources must possess in order for them to realize sustainable competitive advantage for a firm. The resources must be valuable, rare, inimitable and immobile across firms. Since resources are more often common than rare, more homogenous than heterogeneous and more mobile than immobile, then firms have to combine the resources in order to develop rare and difficult to imitate processes that will act as a source of sustainable competitive advantage. In an industry where resources are common and mobile, a firm therefore needs to build competencies in order to convert these common and mobile resources into processes that are rare and immobile to create a source of sustainable competitive advantage for the firm. A problem therefore exists for firms in a homogenous industry where resources are shared and are neither rare nor heterogeneous across firms in the industry to develop sources of sustainable competitive advantage. In order for these firms to develop sources of competitive advantage with the resources available to them, they would need to develop core competencies to turn the non rare homogenous resources into rare and heterogeneous processes that competitors cannot imitate. The development of these competencies is the product of organizational cultures and values formed over time which can be explained by institutional theory. Further, a firm may not own the resources they need to form a source of sustainable competitive advantage. These resources may be owned by other firms not controlled by the firm in need of these resources which is a premise of the institutional theory. While this is acknowledged from the existing literature, there is also lack of an integrated theoretical model to demonstrate how diverse theories explaining firm strategic behaviour may be utilized to enable firms build sustainable competitive advantage. This paper proposes an integrated theoretical model for linking firm resources with core competencies and sustainable competitive advantage while providing for the role of the firm's external environment. The proposed model integrates the postulates of the RBV, RDT, Institutional Theory and Porter's five forces Model. The emerging theoretical propositions and implications for future research are discussed.

To date the natural-resource-based view has been an abstract phenomenon, primarily used by academics to explain competitive sustainable operations. This paper attempts to go beyond this, responding to the need for explanation of the practical existence of the four natural-resource-based view resources in industry. Assuming a critical realist qualitative approach, in-depth interviews with sustainability experts in UK agri-food are undertaken. Findings demonstrate the existence of pollution prevention, product stewardship and clean technologies, and align with Hart's (1995) conceptualisation of sustainability as competitive resources. Whilst the fourth resource, base of the pyramid, cannot be empirically verified, a fifth resource of local philanthropy is uncovered and contributes to the growing body of knowledge surrounding competitive social sustainability. Findings also challenge the hierarchal presentation of the naturalresource-based view to implicate a more cyclical uptake. Thus, in offering the first empirical explanation of the natural-resource-based view, this paper overcomes a theory-practice gap to elucidate the feasibility, orchestration and value of resources in competitive and sustainable operations.

The Main Objective of This Research: This research investigates the impact of Big Data Analytics (BDA) on organizational adaptability within the automotive sector in Egypt. The rapid technological advancements and increasing competition in the global automotive industry necessitate agile and adaptive organizational strategies. By leveraging BDA, automotive firms can gain valuable insights into market trends, consumer preferences, and operational efficiencies. Design/Methodology/Approach: This research employs a descriptive approach. A survey of 11 manufacturing automotive companies in Egypt was conducted, and this research was gathered through questionnaires. Convenience sampling was the method used to choose the sample, and the data were analyzed using SPSS and Smart PLS programs. Findings: The research came to the conclusion that big data analysis helps achieve the organizational adaptability dimensions. Specifically, big data analysis helps achieve Creating Change by 10% (R 2 0.10), Customer Focus by 13% (R 2 0.13), and Organization Learning by 25% (R 2 0.25), which is the highest of these dimensions. The results of this research have practical as well as theoretical consequences since they are anticipated to make valuable contributions in both fields. The implications of this research underscore the critical role of BDA in driving competitive advantage and organizational resilience in the Egyptian automotive sector.

Objective: To analyze the innovation process in the light of the RBV and The Theory of the Growth of the Firm, by Edith Penrose.Methodology: A Systematic Literature Review was carried out using the Methodi Ordinatio. The Social Network Analysis technique was performed to determine which theoretical contexts the studies were based on.  Similarity Analysis was also carried out to identify the relationship between the elements of the focal approaches and the innovation process.Originality/relevance: The Penrose study is considered by many researchers to be the antecedent of what was later called Resource-Based View, however, most of these studies did not fully explain the contribution of Penrose´s theory in the specifics of the theoretical view. Although research on innovation has been based on theoretical approaches in the field of strategy, there have been no analyses that systematized the innovation process by integrating the Penrose theory and RBV.Main results: The studies that ana...

Este é um ensaio teórico cujo objetivo é explorar as influências da teoria econômica no teste empírico da Visão Baseada em Recursos (VBR). Argumenta-se que apesar da ativa influência da Economia na construção teórica da estratégia, há importantes adaptações conceituais que colocam novos desafios para pesquisa empírica. Nesse sentido, demonstra-se que os pressupostos centrais de heterogeneidade e mobilidade imperfeita dos recursos são perdidos ao testar a teoria com ferramental econômico por duas razões: (1) a agregação dos dados que os testes econômicos necessitam e, (2) o reconhecimento de fatores isolados como determinantes do fenômeno. Assim, aponta-se a necessidade de repensar o ponto de partida da investigação empírica da VBR, com sugestão de novas técnicas ou abordagens.

This study investigates the direct and moderating effects of horizontal and vertical diversification strategies on firm performance. Based on RBV, Dinamic Capabilities Theory and Transaction Cost Economics, the research is using primary quantitative data colledted from 400 Malaysian firms. Seven key constructs: horizontal diversification, vertical diversification, innovation capability, operational efficiency, firm performance, market dynamics and resource utilization were assessed using comprehensive structural equation model (PLS-SEM). The results showing the positive impact of horizontal and vertical diversification strategies on firm performance. Horizontal diversification fostering innovation capability and vertical diversification promoting operational efficiency. Both moderators Market dynamics and Resource utilization enhancing the impact of diversification under conditions of environmental volatility and internal capability strength. The results contributing to strategic management literature by offering empirical evidence from an emerging market context. Additionally, by incorporating moderation effects in the diversification-performance link. Practically, the findings provide firms and policy makers with a road map for enhancing performance through carefully aligned diversification strategies supported by innovation and efficiency capabilities.

This study posits that fragmented digitalization studies are in line with Grant's RBV (1991), in which digitalization is a specific resource that contributes to a company's competitive advantage. Thus, the following hypotheses are developed:

We live in uncertain and challenging times, ripe for the study of complexity in the environments that organizations face. Organizations' environmental uncertainty and complexity have been typically examined under the light of well-established approaches such as open systems theory or resource dependence theory . These approaches contribute to (a) identifying external constituencies and their role, demands or needs when interacting with organizations, and (b) determining the ways in which organizations respond to external demands . The organization-environment fit construct that emerged from these approaches has guided scholars' work to identify fit dimensions focusing on diagnosing the extent to which an organization matches or differs from its environment's requirements and demands (e.g. . The aforementioned conceptual approaches rely on two main assumptions: one is that organizations need to understand the environment in order to enact change and improve performance, and the second is that organizations need to know environmental trends to improve fit, control and, again, ensure improved performance. In general, therefore, these approaches to uncertainty and complexity in organizational environments go back to the same economic and market-driven paradigm, seeking models for improving organizational performance. These models have limited applicability nowadays because they usually include a limited set of environmental factors that are typical of specific contexts. Because these factors are known to organizational actors, the environment's dynamic evolution can be understood and predicted. Looking beyond basic economic and market-driven approaches to understand organizational environments, we observe contextual elements that are often ignored and frequently difficult to include in linear

This paper presents a survey of the economics, business and accounting literature, which has focused on the analysis of intangibles. First, it addresses the analysis of the economic nature of intangibles, discusses several alternative definitions, and reviews the ...

A competitive advantage emerges when change occurs within an organization or industry environment. Generating superior business returns above competitors is the means to achieve such a competitive advantage. This research empirically examined and placed emphasis on the importance of a firm’s resources and the capabilities of the organization in relation to the firm’s competitive advantage. A total of 156 Thai canned and processed seafood exporters were invited to participate in the study. A questionnaire survey was conducted collecting a sample which obtained data from 48 respondents, namely managers or leading team members in canned and seafood exporter companies. Canonical correlation analysis (CCA) was used to test the hypotheses. The overall findings indicated that resource-related variables are the most important explanatory variables regarding the competitive advantage of export companies. However, there are strong interactive effects between the two variable-sets, resources a...

The version presented here may differ from the published version. If citing, you are advised to consult the published version for pagination, volume/issue and date of publication 1 Technology-based Competitive Advantages of Young Entrepreneurial Firms: Conceptual Development and Empirical Exploration

The study investigates a subset of management practices that may contribute to success of radical innovation efforts by large established firms. We focus on that subset of practices concerned with learning oriented approaches to risk management. Three such practices are examined: a) a real options approach to funding and evaluating projects, b) propensity to experiment in the marketplace, and c) commercialization of early applications quickly, which we call a harvesting strategy. Building on the learning, resource based view and dynamic capabilities literatures we argue that these three practices will facilitate radical innovation success. Industry clockspeed is incorporated as a moderator of the relationships between these practices and various manifestations of radical innovation success. Data collected from 85 high level individuals involved in radical innovation efforts in large firms indicate that real options approaches and experimental learning have strong positive effects on all measures of RI success, while harvesting strategies impact the development of new competencies, but not the other RI success measures. Harvesting strategies are more impactful when industry clockspeed is low.

Purpose -The purpose of this paper is to blend a resource-based view of the firm with the 5R Model of Organizational Identity Processes to offer a new Strategic Identity Management Framework to help organizations uncover, analyze and optimize their identity as a resource for creating sustainable competitive advantage. Design/methodology/approach -This conceptual paper relied upon an examination of literature about sustainable competitive advantage, the resource-based view of the firm and the 5R Model of Organizational Identity Processes. Findings -Synergies were found between the VRIO model and the 5R Model of Organizational Identity Processes. A new Strategic Identity Management Framework was created and a case study was used to illustrate its application. Research limitations/implications -Research is needed to validate, confirm and extend the use and application of the new framework within organizations. Practical implications -The framework is anticipated to be particularly useful for middle managers because they are tasked with translating high-level strategies into action and leading lower level employees toward enacting the new or adapted identity claims. Originality/value -Although ample organizational identity research exists, a framework for assessing identity claims for the purpose of achieving competitive advantage was lacking.

Purpose The purpose of this paper is to blend a resource-based view of the firm with the 5R Model of Organizational Identity Processes to offer a new Strategic Identity Management Framework to help organizations uncover, analyze and optimize their identity as a resource for creating sustainable competitive advantage. Design/methodology/approach This conceptual paper relied upon an examination of literature about sustainable competitive advantage, the resource-based view of the firm and the 5R Model of Organizational Identity Processes. Findings Synergies were found between the VRIO model and the 5R Model of Organizational Identity Processes. A new Strategic Identity Management Framework was created and a case study was used to illustrate its application. Research limitations/implications Research is needed to validate, confirm and extend the use and application of the new framework within organizations. Practical implications The framework is anticipated to be particularly useful fo...

The authors propose and test an explicative model for organizational environmental competitiveness. In doing this, they integrate insights from the dynamic capabilities perspective, contingency theory, and the natural resource-based view of the firm. The study evaluates whether perceived uncertainty in the business environment moderates the relationship between a dynamic capability of proactive environmental strategy and competitive advantage, drawing from survey data from 129 firms in Bogotá, Colombia, and using a partially constrained approach to structural equation models of latent interaction. Results suggest that both, perceived uncertainty on customer preferences and changes in the environmental strategy of competitors, and perceived uncertainty on environmental resources and services, moderate the relationship between process and product-related environmental practices and cost advantage.

Modern corporations must adopt and assimilate new technologies to build and sustain competitive advantage. The authors develop a theoretical framework to understand the relationships among (1) strategic responses to new technologies, (2) organizational resources, and (3) firm performance. Specifically, they theorize that a strategic response can be categorized according to the dimensions of magnitude, domain, and speed, and they conceptualize organizational resources as tangible and intangible. The authors operationalize this framework for the adoption of the Internet by traditional store-based retailers, for which they posit strategic responses as the speed of (1) adopting the Internet as a communications channel, (2) adopting the Internet as a sales channel, and (3) forming e-alliances. In addition, they use resource slack to represent organizational resources. Results from nine years (1992–2000) of data on 106 firms establish the influence of strategic responses on firm performan...

Transaction cost economics predicts that investments in management control will enable risky interfirm transactions. Risk is rarely eliminated, because firms trade off costs of management control and expected costs of control loss (together, the "cost of control"). The resultant solution typically comprises a mix of control investments with residual performance and residual relational risks. Transaction cost economics also predicts that the control-residual risk tradeoff will vary with the cost of control. We use survey data on 287 risky information technology transactions to test whether the control-residual risk tradeoff varies predictably with two partnership-specific factors that proxy for variation in the cost of control: prior ties between exchange partners and the criticality of strategic resources to the transaction. The results support the hypotheses, providing novel evidence on tradeoffs that managers make when investing in management controls while also prudently accepting some risks.

Connor's commentary offers a series of thoughtful comments on the ideas presented in . We focus on two of his contentions in our response. First, we argue that the theory underlying our study-the resource-based view-is not tautological. This is because resources and performance are not directly related. Instead, realizing the potential value of resources depends on those resources being exploited through a firm's strategic actions. Second, we disagree with Connor's contention that market-oriented and customer-led firms lie along a continuum. We propose a richer conceptualization centered on a two-by-two matrix that contains market-oriented firms, customer-led firms, and two additional types.

Connor's commentary offers a series of thoughtful comments on the ideas presented in Hult, Ketchen, and Slater (2005). We focus on two of his contentions in our response. First, we argue that the theory underlying our study—the resource‐based view—is not tautological. This is because resources and performance are not directly related. Instead, realizing the potential value of resources depends on those resources being exploited through a firm's strategic actions. Second, we disagree with Connor's contention that market‐oriented and customer‐led firms lie along a continuum. We propose a richer conceptualization centered on a two‐by‐two matrix that contains market‐oriented firms, customer‐led firms, and two additional types. Copyright © 2007 John Wiley & Sons, Ltd.

This study develops and validates the C.A.F.E. Framework-a dual-perspective measurement instrument for assessing customer relationship strength and sustainability in small business contexts. Existing measurement approaches rely predominantly on lagging financial indicators or simplistic perceptual metrics that fail to capture multidimensional relationship health. Grounded in Commitment-Trust Theory, Social Exchange Theory, and Service-Dominant Logic, the framework conceptualizes relationship quality across six core dimensions: Trust, Commitment, Satisfaction, Perceived Value, Resilience, and Value Co-Creation. A convergent parallel mixedmethods design collected quantitative survey data from 94 U.S. customers (C-RSS, 18 items) and 51 small business owners (SB-RSS, 15 items). Results demonstrated acceptable psychometric properties, given the sample sizes (Cronbach's α = .624-.970; CFI = .796-.924), confirming six-factor validity. Analytical Hierarchy Process weighting identified Satisfaction, Trust, and Commitment as primary relationship drivers. Critically, a 14% 'Neutral' customer segment exhibited a Net Promoter Score of -53.85 versus +72.15 for 'Good' customers-a 126-point differential revealing hidden churn risk. The C.A.F.E. scoring model classified customers into four segments: Committed (47.06%), Ambiguous (27.45%), Fragile (21.57%), and Elusive (3.92%). Systematic perception gaps between businesses and customers were identified, particularly in Resilience and Commitment. The framework offers small businesses an actionable diagnostic tool that transforms intuitive relationship management into systematic, datadriven decision-making.

Reputation is thought to differentiate organizations and help explain variability in their performance. A recent study contributed to knowledge about the reputation-performance relationship by depicting reputation as having two dimensions and linking each dimension to the prominence and performance of U.S. business schools. The authors propose an alternative approach that draws on the resource-based view (RBV) wherein reputation is an intangible asset that is composed of complementary and reinforcing relationships whose synergies create causal ambiguities that have positive performance implications. The authors also test a direct effect of faculty experience on prominence. Their results support the merit of the RBV model, indicating that it offers greater explanatory power. The findings suggest that reputation cannot be bought by additive and independent investments. Instead, enhancing a reputation requires managers to carefully nurture interdependencies and complex relationships. The findings also provide new insights about the determinants of business school reputation.

Understanding the influences on organizational performance is a key goal of the strategic management field. A prior study offered significant progress toward this goal in the context of the concept of reputation, through the application of multiple theories and alternate empirical tests. In a subsequent paper , we sought to extend that knowledge via the application of a third theoretical perspective and additional analyses. In this reply, we extend on the comments made by Rindova, and offer additional theoretical insights on reputation, leveraging ideas from the resource-based view, transaction cost economics, signaling theory, and social status research. We also attempt to lay a foundation for future inquiry by using those theories to identify a series of research questions.

Research methods present the strategic management field with several opportunities and challenges. This volume includes three types of chapters aimed at exploiting the opportunities and meeting the challenges. Collectively, they offer thinking about research methodology provided by intellectual leaders within the strategic management field.

Understanding the influences on organizational performance is a key goal of the strategic management field. A prior study (Rindova, Williamson, Petkova, & Sever, 2005) offered significant progress toward this goal in the context of the concept of reputation through the application of multiple theories and alternate empirical tests. In a subsequent article (Boyd, Bergh, & Ketchen, 2010), the authors sought to extend that knowledge via the application of a third theoretical perspective and additional analyses. In this reply, the authors extend on the comments made by Rindova, Williamson, and Petkova (2010) and offer additional theoretical insights on reputation, leveraging ideas from the resource-based view, transaction cost economics, signaling theory, and social status research. The authors also attempt to lay a foundation for future inquiry by using those theories to identify a series of research questions.

Reputation is thought to differentiate organizations and help explain variability in their performance. A recent study contributed to knowledge about the reputation—performance relationship by depicting reputation as having two dimensions and linking each dimension to the prominence and performance of U.S. business schools. The authors propose an alternative approach that draws on the resource-based view (RBV) wherein reputation is an intangible asset that is composed of complementary and reinforcing relationships whose synergies create causal ambiguities that have positive performance implications. The authors also test a direct effect of faculty experience on prominence. Their results support the merit of the RBV model, indicating that it offers greater explanatory power. The findings suggest that reputation cannot be bought by additive and independent investments. Instead, enhancing a reputation requires managers to carefully nurture interdependencies and complex relationships. T...

Construct measurement is a cornerstone for research in any area. In the absence of information on the caliber of measurement practices within and across studies, it is extremely difficult to synthesize research and develop normative guidelines for managers. This Feature Topic aims to advance measurement practices by strategic management scholars. The Feature Topic includes six articles from a diverse array of perspectives. We describe the context of strategic management and measurement, examine how the Feature Topic articles address critical issues, and conclude with advice for authors and reviewers on this topic.

We describe adaptations at the Journal of Management to increase robust, reliable, and replicable research. We begin with the premise that a condition of information asymmetry exists within the submission review process. On one side, authors may or may not report material judgment calls with respect to methodological decisions and reporting of analytical models and findings. On the other side, editors and reviewers may have disclosure expectations and requirements that authors do not know. We describe structural changes made at the Journal of Management and to its review process designed to increase transparency and establish new standards of robust, reliable, and replicable research. We also describe how the special issue contributes to the journal’s trajectory toward improving scientific rigor and credibility.

Construct measurement is a cornerstone for research in any area. In the absence of information on the caliber of measurement practices within and across studies, it is extremely difficult to synthesize research and develop normative guidelines for managers. This Feature Topic aims to advance measurement practices by strategic management scholars. The Feature Topic includes six articles from a diverse array of perspectives. We describe the context of strategic management and measurement, examine how the Feature Topic articles address critical issues, and conclude with advice for authors and reviewers on this topic.

Understanding the influences on organizational performance is a key goal of the strategic management field. A prior study offered significant progress toward this goal in the context of the concept of reputation, through the application of multiple theories and alternate empirical tests. In a subsequent paper , we sought to extend that knowledge via the application of a third theoretical perspective and additional analyses. In this reply, we extend on the comments made by Rindova, and offer additional theoretical insights on reputation, leveraging ideas from the resource-based view, transaction cost economics, signaling theory, and social status research. We also attempt to lay a foundation for future inquiry by using those theories to identify a series of research questions.

Reputation is thought to differentiate organizations and help explain variability in their performance. A recent study contributed to knowledge about the reputation-performance relationship by depicting reputation as having two dimensions and linking each dimension to the prominence and performance of U.S. business schools. The authors propose an alternative approach that draws on the resource-based view (RBV) wherein reputation is an intangible asset that is composed of complementary and reinforcing relationships whose synergies create causal ambiguities that have positive performance implications. The authors also test a direct effect of faculty experience on prominence. Their results support the merit of the RBV model, indicating that it offers greater explanatory power. The findings suggest that reputation cannot be bought by additive and independent investments. Instead, enhancing a reputation requires managers to carefully nurture interdependencies and complex relationships. The findings also provide new insights about the determinants of business school reputation.

Purpose & Research Gap: While Business Process Outsourcing (BPO) is widely studied, there is a lack of empirical research analyzing its specific impact on competitiveness within the logistics sector of emerging markets. This study addresses the gap regarding how BPO transitions from a cost-saving tool to a strategic expertise-driven model. Methodology: Data were collected from 132 logistics companies in Croatia. Structural Equation Modeling (SEM) was applied to test the hypotheses and mediation effects, as it allows for a robust analysis of complex causal relationships between latent constructs. Key Findings: SEM results reveal that BPO engagement alone does not guarantee competitiveness. The primary finding indicates that the expertise of BPO providers and strategic partnerships exert a significantly stronger positive effect on operational efficiency and market differentiation than simple cost reduction. Contribution: The paper contributes to the literature by redefining BPO as a strategic driver of innovation rather than a mere cost-cutting measure, providing logistics managers with evidence-based insights for knowledge-oriented outsourcing.

This study develops and validates the C.A.F.E. Framework-a dual-perspective measurement instrument for assessing customer relationship strength and sustainability in small business contexts. Existing measurement approaches rely predominantly on lagging financial indicators or simplistic perceptual metrics that fail to capture multidimensional relationship health. Grounded in Commitment-Trust Theory, Social Exchange Theory, and Service-Dominant Logic, the framework conceptualizes relationship quality across six core dimensions: Trust, Commitment, Satisfaction, Perceived Value, Resilience, and Value Co-Creation. A convergent parallel mixed-methods design collected quantitative survey data from 94 U.S. customers (C-RSS, 18 items) and 51 small business owners (SB-RSS, 15 items). Results demonstrated acceptable psychometric properties, given the sample sizes (Cronbach's α = .624-.970; CFI = .796-.924), confirming six-factor validity. Analytical Hierarchy Process weighting identified Satisfaction, Trust, and Commitment as primary relationship drivers. Critically, a 14% 'Neutral' customer segment exhibited a Net Promoter Score of-53.85 versus +72.15 for 'Good' customers-a 126-point differential revealing hidden churn risk. The C.A.F.E. scoring model classified customers into four segments: Committed (47.06%), Ambiguous (27.45%), Fragile (21.57%), and Elusive (3.92%). Systematic perception gaps between businesses and customers were identified, particularly in Resilience and Commitment. The framework offers small businesses an actionable diagnostic tool that transforms intuitive relationship management into systematic, datadriven decision-making.

The United Kingdom faces a persistent productivity puzzle that has seen output per hour stagnate since the 2008 financial crisis. This paper investigates the role of Artificial Intelligence (AI) as a general-purpose technology capable of breaking this cycle. By analysing the diffusion of AI across the UK service and manufacturing sectors, the research explores how these technologies transition from mere automation tools to drivers of cognitive augmentation. Let me explain: the core argument posits that the UK's competitive advantage lies not in the raw adoption of AI, but in the institutional and cultural readiness to reorganise business models around these capabilities. Through a critical review of existing economic frameworks and recent UK-specific data, this study demonstrates that effective business decision-making now requires a synthesis of human intuition and algorithmic precision. Here is what matters: without a fundamental shift in management practices and a focused investment in human capital, the productivity gains of the AI era will remain elusive.

This study investigates whether environmental conservation costs (ECC) support the operational effectiveness and financial stability of Japanese manufacturing firms. Using a balanced panel of 128 non-financial companies listed on the Tokyo Stock Exchange from 2010 to 2022, we manually collected firm-level ECC data based on the Ministry of
the Environment, Japan's guidelines from sustainability reports and matched them with financial data from Compustat Global/S&P Capital IQ. Applying pooled ordinary least squares regression with firm-level clustered standard errors and winsorized variables, we examine two aspects of performance as measures of operating efficiency and profitability: asset turnover and profit margin. The results show that ECC is positively associated with asset turnover and profit margin, and that the effect is stronger in more profitable companies, substantiating the Resource-Based
View that green practices generate competitiveness. These findings contribute to sustainability finance research by going beyond perceptual measures of environmental, social, and governance ratings, and measuring actual firm-level spending on environmental activities, thereby providing more nuanced insights into how environmental practices
translate into actual financial performance. This study offers clear managerial and policy implications by showing that transparent environmental conservation costs improve disclosure quality and serve as a measure of improved efficiency and profitability.

The paper “The Genealogy of Firm Theories and the Development Toward On-site Adaptive Innovation” builds upon the genealogical lineage of firm theories to propose a new innovation paradigm. Extending transaction cost theory, behavioral theory, firm growth theory, the Resource-Based View (RBV), and Dynamic Capabilities, it defines On-site Adaptive Innovation as the ability to respond to uncertainties in actual operational environments. This paradigm emphasizes integrative capabilities that horizontally recombine and reconfigure modules in complex and modular system contexts, aiming not at peak performance but at efficiency and resilience.
The semiconductor industry exemplifies this paradigm. NVIDIA’s CUDA-centered regime has achieved co-evolutionary stability, yet regime-disrupting substitution is emerging through the centrality of packaging, the strategic transformation of memory firms, and the expansion of vertical integration by Big Tech. These dynamics convey the core message of shifting innovation actors (from designers to integrators), transforming innovation goals (from peak performance to field optimization), and expanding innovation methods (from internal knowledge changes to real-time integration of heterogeneous modules).
Furthermore, the paper distinguishes itself from Henderson and Clark’s innovation typology. While the latter focuses on changes in product knowledge and component linkages, On-site Adaptive Innovation highlights field responsiveness and systemic integration. Future refinement requires precise conceptual definitions, empirical validation across diverse industries, and exploration of policy and strategic implications, thereby advancing the theory into a generalized paradigm with both academic and practical contributions.

In today's digital and competitive business environment, organizational sustainability performance (OSP) has become a strategic priority for small and medium-sized enterprises (SMEs). Technology skill development (TSD) is recognized as a key capability that enables firms to adopt digital technologies and implement sustainable practices. However, the mechanisms through which technology-related skills influence sustainability outcomes remain underexplored. This study examines the impact of TSD on OSP, with organizational digitalization (OD) serving as a mediating mechanism. Grounded in Dynamic Capability Theory and the Resource-Based View, the study hypothesizes that TSD enhances OD, which subsequently improves sustainability performance across economic, environmental, and social dimensions. Data were collected from textile SMEs in Punjab, Pakistan, using structured questionnaires, and analyzed through Partial Least Squares Structural Equation Modeling (PLS-SEM) in SmartPLS. The findings indicate that TSD significantly improves both OD and OSP, and OD partially mediates the relationship between TSD and sustainability performance. The study contributes to the literature by empirically validating OD as a critical mechanism linking technology skills to sustainability outcomes. For managers, the results emphasize the importance of continuous investment in employee technology skills and digital transformation to enhance long-term sustainability in SMEs

Although big data analytics capability (BDAC) leads to competitive performance, the mechanism of the relationship is still unclear. To narrow the research gap, this paper investigates the mediating roles of two forms of resource integration (resource optimization and resource bricolage) in the relationship between two forms of BDAC [big data analytics (BDA) management capability and BDA technology capability] and competitive performance. Supported by Partial Least Squares-Structural Equation Modeling (PLS-SEM) and the cross-sectional survey data from 219 Chinese enterprises, the results show that the resource bricolage plays a significantly mediating role in the relationships between BDA management capability and competitive performance as well as in the relationship between BDA technology capability and competitive performance. Furthermore, the mediating effect in the former relationship is stronger than that in the latter relationship. Additionally, BDA technology capability only has a direct effect on resource bricolage, while BDA management capability has a stronger effect on resource optimization than that on resource bricolage. Finally, resource bricolage has a stronger impact on competitive performance than resource optimization. These findings contribute to understanding how enterprises could apply different forms of BDAC to other kinds of resource integration to achieve outstanding competitive performance.

Post-acquisition director turnover is a complex and multi-faceted phenomenon that needs to be examined beyond the agency lens. In this article, we examine the likelihood of non-executive director turnover in target firms following an acquisition. Research Findings/Result: Acquisitions present an interesting case where conflict of interests may arise between shareholders and directors. This study proposes that the likelihood of target non-executive director turnover depends on the factors that determine the performance of directors in their monitoring, advisory and social roles pre-acquisition and during the acquisition process. Theoretical Implications: While there are multiple studies examining the likelihood of turnover of executive directors (TMTs) following an acquisition, there is no systematic conceptual research explaining the likelihood of turnover of non-executive directors. We draw on three theoretical perspectives-agency theory, resource-based view and the social capital perspective to comprehensively investigate target non-executive director turnover post-acquisition. We further clarify the boundaries of these theoretical arguments concerning their implications for target non-executive director turnover. Practical Implications: One of the most important tasks for the newly formed firm post-acquisition is to build the new leadership team, including a new board. In view of the important roles directors take on in modern corporations, it is critical to understand how the new board should be constituted and what members of the target firm are more likely to join that new board.

As supply chain activities become more dispersed among customers, suppliers and service providers, there is an increased need for customers and suppliers to work together more closely. Supply chain integration (SCI) has been a highly researched topic during the last 20 years. A metaanalytic approach is used to provide a quantitative review of the empirical literature in SCI, and examines relevant design and contextual factors. Eighty independent samples across 86 peer-reviewed journal articles, yielding a total of 17,467 observations, were obtained and analyzed. While general support exists in favor of the positive impact of SCI on firm performance in the literature, this research helps clarify mixed findings that presently exist. Our results indicate that there is a positive and significant correlation between SCI and firm performance. Additional subgroups and moderators are tested and provide nuanced views of the scope and specific dimensions of SCI, firm performance and their relationships.

Integrated bundles of products and services are gaining importance in various sectors and are reshaping the competitive landscape of many industries. They also pose new challenges to established firms, who need to reconfigure their capabilities. Drawing upon the resource-based view and contingency theory, we test a model of fit between environmental requirements and integrated solutions capabilities in the IT sector. We used the model to interpret the current industry structure and analyze its dynamics. The analysis suggests the existence of four different configurations and indicates that differences in fit between environmental variables and strategic choices partially account for performance differences among integrated solution providers. The results also suggest that, although the provision of bundled products and services confers some a priori advantages to IS providers over generic IT firms, these advantages are greater for firms that are able to align their capabilities to the characteristics of their operational environment.

Purpose: This study examines the criticisms of traditional strategic planning models, specifically the SWOT analysis model, to understand its limitations and potential areas for refinement. Methodology: A systematic review of existing literature was conducted to identify trends and gaps in the current body of knowledge. Findings: The SWOT analysis model is criticized for its simplicity, static nature, and overemphasis on internal factors, which can lead to poorly informed strategic decisions and an inability to adapt to changing market conditions. Unique Contributions to Theory, Practice, and Policy: This study highlights the need for more dynamic and flexible strategic planning frameworks, such as the Contingency Theory, Resource-Based View (RBV) theory, and Dynamic Capabilities Theory (DCT). Recommendations: Organizations should consider using more dynamic and quantitative tools alongside the SWOT analysis model to improve strategic planning, such as PESTEL analysis and regression analysis, to prioritize strategic initiatives and allocate resources more effectively.