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The purpose of this paper is to answer the question: how to extend resource-based theory to take into account the contribution of all kinds of resources (including the less regarded ones) to performance? While recognising the importance of strategic resources in building and sustaining a competitive advantage, the authors contend that a symmetric analysis of more available resources can shed new light on the sources and mechanisms of superior performance. Thus, they aim to contribute to an extended theory of resources.

Based on literature review and theorization process, the authors introduce alongside strategic resources, the concepts of “ordinary resources” and “junk resources”, showing how they may contribute to performance with an appropriate business model. Several illustrative cases are discussed to demonstrate that such resources need to be studied by resource-based theory (RBT).

The authors propose shifting the focus of RBT from the study of strategic resources alone in order to consider other types as well: ordinary and junk resources. Such an approach involves significant implications for strategic management theory and management practices.

The paper describes the conditions under which ordinary and junk resources (more available to most firms than strategic resources) may generate a competitive advantage. The extended resource-based theory can have implications for society as it may influence managers ' and public attitudes towards underestimated resources and lead to new business models.

The approach developed in this article also goes beyond traditional critiques of RBT. Specifically, the authors ' analysis avoids tautological reasoning, distinguishing between: resources; perceptions of their attributes by firms; the services these resources render; the business model implemented to deploy these resources; and the effects in terms of performance. The authors build an extended resource-based theory, allowing the contribution of various kinds of resources to firm performance to be explained.

The purpose of this paper is to investigate the effects of a firm’s service-dominant orientation on marketing and technological capabilities, and its performance. It outlines how a service-dominant orientation offers guidance for the development and deployment of ordinary capabilities, and indirectly affects performance. Additionally, it delineates how dynamic capabilities affect the impact of a service-dominant orientation on ordinary capabilities.

Partial least squares structural equation modeling drawing on data from 228 firms serves to assess hypotheses relating service-dominant orientation and dynamic capabilities with firm performance.

The results indicate that marketing and technological capabilities fully mediate the relationship between a firm’s service-dominant orientation and firm performance. Furthermore, the positive marginal effect of a firm’s service-dominant orientation on its marketing capabilities increases with the firm displaying a stronger service-dominant orientation. In addition, the positive effect of service-dominant orientation on marketing capabilities reduces the more the firm deploys dynamic capabilities.

Because of the cross-sectional sample, future studies could adopt longitudinal research designs to explore the impact of a service-dominant orientation on ordinary capabilities and performance, or investigate the applicability of the findings in other contexts.

The findings imply that implementing a service-dominant orientation can be beneficial for firms. However, because the impact of such an orientation weakens the greater a firm’s dynamic capabilities, managers need to be mindful of this trade-off.

The study is the first to establish a link between the dynamic capability view, originating from strategy research, and service-dominant logic, stemming from marketing thinking.

This paper contributes to studies on the relationship between dynamic capabilities (DCs) and performance by showing how domain-specific DCs – international dynamic marketing capabilities (IDMCs) – affect the international performance of exporting firms in the context of extreme environmental dynamism – during the COVID-19 pandemic.

The authors focus on a sample of 277 exporting manufacturers from the post-transition economy of Poland. The authors use hierarchical multiple regression analysis to test this study's hypotheses.

This study's findings show that deployment of IDMCs by export manufacturers in the context of environmental jolts contributes to better performance, and this relationship is mediated by adaptation to foreign markets and product development capability. Additionally, this study's results reveal that the significant and positive indirect effect of IDMCs on international performance (through mediators) is, however, weakened under conditions of extreme environmental dynamism.

The limitations pertain to the cross-sectional nature of this study and the research sample, characterised by the dominance of export manufacturers of final products, the dominance of manufacturers operating in the business-to-business sector, or in the business-to-business and business-to-customer sectors simultaneously.

The study provides suggestions to managers on how to build resilience in international markets during turbulent times. These activities involve investments in IDMCs that support activities centred around product development and adaptation to foreign markets.

The novel construct of IDMCs is introduced and operationalized. The study empirically tests the direct and indirect relationship between IDMCs and performance contingent upon extreme environmental dynamism. The results demonstrate the boundary conditions for the effectiveness of these domain-specific DCs in such a research setting.

Healthcare organisations are often described as less innovative than other organisations, since organisational culture works against innovations. In this paper, the authors ask whether it has to be that way or whether is possible to nurture an innovative culture in a healthcare organisation. The aim of this paper is to describe and analyse nurturing an innovative culture within a healthcare organisation and how culture can support innovations in such a healthcare organisation.

Based on a qualitative case study of a healthcare unit that changed, within a few years, from having no innovations to repeatedly generating innovations, the authors describe important aspects of how innovative culture can be nurtured in healthcare. Data were analysed using inductive and deductive analysis steps.

The study shows that it is possible to nurture an innovative culture in a healthcare organisation. Relationships and competences beyond healthcare, empowering structures and signalling the importance of innovation work with resources all proved to be important. All are aspects that a manager can influence. In this case, the manager's role in nurturing innovative culture was very important.

This study highlights that an innovative culture can be nurtured in healthcare organisations and that managers can play a key role in such a process.

The paper describes and analyses an innovative culture in a healthcare unit and identifies important conditions and strategies for nurturing innovative culture in healthcare organisations.

The retail sector in a lot of countries consists of many small and medium sized specialty retailers who face a high degree of dynamics and competition. Consequently, these companies also have to constantly evolve and develop resilient strategies that promise their future success. Hence, the purpose of this paper is to analyse the resource and capability bundle for operating as and transforming to a small and medium-sized enterprise (SME) omni-channel specialty retailer. Therefore, the authors followed the notions of the Resource-Based-View (RBV) and of the Dynamic-Capabilities-View (DCV).

To answer the authors’ formulated research questions, they applied an exploratory research method by conducting 12 semi-structured and guideline-based expert interviews from two countries.

The findings reveal a specific bundle of transformation resources and capabilities and important drivers for the implementation of an omni-channel strategy. Thereby, the human resources factor and the market as well as customer understanding play a decisive role. In addition, the authors have identified country-specific differences in the technological, logistical, product-specific and financial areas.

The results reflect the importance of qualified and well-trained staff for SME retailers to implement omni-channel strategies in alignment with a high level of service quality. Especially in the Covid 19 era, flexible structures and quick adaptability are essential to remain competitive. Nevertheless, everything should always be in line with the company's own philosophy.

The paper provides new insights into important resources and capabilities retailers need to focus on when implementing an omni-channel strategy. The paper concentrates in particular on the groups of SMEs and niche markets as well as examines country-specific differences in a developed and a developing country.

The generation of resources is a central issue for the sustainability of companies. The purpose of this paper is to deal with two research questions: “Is decentralized generation of resources a possible way to reach sustainability in modern work life?” and “What prerequisites must be formed by organizations and managers to reach decentralized generation of resources?”

The theoretical basis for this discussion is the complex adaptive systems theory. Three requirements for sustainable decentralized resource production are deduced: worker's autonomy, worker's integration in the organization, and demands on increased fitness. The empirical basis for answering these questions is the study of four different pharmacy‐districts, each with a different organizational solution. Three sources of data are used: interviews with the four pharmacy‐district managers; a questionnaire to all employees, and the balance scorecard of the company.

Two of the districts may have reached an unbalance on the system level between autonomy and integration. The other two districts have similar scores of medium for both autonomy and feeling of integration. One of the balanced districts has also a manager focusing bottom‐up change processes. This district has both the strongest resource generation and a leading position in increasing efficiency and customer satisfaction and, thus, sustainability.

A simple model is formulated based on complex systems theory and tested in real life: decentralized resource generation is one way of obtaining sustainability; co‐existence of both autonomy and integration of employees, combined with a leadership of transformative character, all encourage this. The paper may inspire researchers, managers, consultants and workers to use this new perspective on organizations and sustainability.

This study aims to investigate routines as a conceptual tool to analyze resources management in small and medium-sized enterprises’ (SMEs) productive processes.

The authors developed a qualitative multiple case study with Brazilian companies in the bakery industry. Data were collected through interviews, on-site observation and documentary analysis. Plus, the authors used business process modeling (BPM) techniques to map the observed routines.

The restrictions of SMEs accentuate the improvisation of routines. However, contrary to expected, many of these deviations expand the possibilities of organizational action as they become successful in terms of operational efficiency, which allows these companies to extract performance from ordinary resources and imitable management practices.

The BPM shows its value to track the allocation of resources in SMEs by recording the evolution of its routines and helping to preserve an operational memory. This finding could be useful to help public agencies to develop accessible management tools to assist small business owners.

Most of the conceptual tools developed to analyze the resources management are based on the study of large organizations, which may limit the analysis and lead to restricted or mistaken results if used in another context without proper adaptation. The authors apply an objective and representational epistemological lens to organizational routines to adapt it to the pragmatic context of operations management. Also, the authors suggest that better than a resource-based view, the practice-based view is a theoretical approach more compatible with the resource constraints context of SMEs.

Purpose – In this chapter, we seek to explore the collective responsibilities undertaken by the family as a whole in maintaining familial bonds through meal consumption. We draw on work which examines the role of gift giving (Ruskola, 2005), sharing (Belk, 2010) and sacrifice (Miller, 1998) in consumption. We take an original approach which does not look at the family meal in isolation but rather focuses on the patterning of meals and the relationships between them.

Methodology – The ethnographic study draws on interviews with 18 families and follows up mealtime observations with 15 families.

Findings – The analysis reveals a mealtime patterning involving collective participation in saving (in the form of consuming ordinary and thrifty meals during the week) and spending (in consuming extraordinary meals at weekends). Even if in the women and mothers in the household tend to sacrifice themselves more than other family members, the consumption of thrifty or ordinary meals implies a process of sacrifice involving the entire family. In viewing the meal as gift, we also observe a process of reciprocity in operation with family members obliged to both share in, and contribute to, the meals that have been cooked for them.

Social implication – Our analysis reveals discordances between the aspirations of family members (which are arguably largely based on cultural ideals), and their everyday experiences of family mealtimes.

Originality/Value – The chapter show how these micro experiences of family mealtimes have implications for a macro understanding of the idealised and culturally loaded construct of the family meal.