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Collaboration in supply chain networks (SCN) becomes extremely important for manufacturers seeking a sustainable competitive advantage. Such competitiveness depends on the SCN resources a manufacturing firm can allocate, the capabilities to identify and deploy these network resources effectively, and practices and applications the firm arranges for these resources. The purpose of this paper is to develop a conceptual framework that investigates the relationships between these network constructs and their influences on firm performance.

An extensive literature review of supply chain management was conducted to explicate why some manufacturers outperform others. A resource-based view, dynamic capability theory, and extended resource-based view were employed to develop a conceptual model that investigates relationships between the resources, capabilities, and practices of a SCN. The relationships were then examined to analyze their influences on firm performance. Several cases and practical examples were included in the study to give a better understanding of the conceptual research model. Various keywords were used in searching literature for the constructs of the research model. For example, “knowledge” and “supply chain network” were used to search the literature regarding the SCN intangible resources.

This study uses a conceptual model to identify SCN resources that are dispersed in the internal territory among different network members, SCN capabilities that are developed based on these network resources and lead to the firm’s competitive performance, and SCN practices used to acquire network resources and build network capabilities.

The conceptual model of SCN resources, capabilities, and practices needs further empirical validation.

The conceptual model provides a framework for managers to identify the critical resources, capabilities, and practices of a SCN that help a firm achieve sustainable competitive performance.

This research builds a comprehensive picture of relationships between a manufacturing firm’s strategic resources, capabilities, and practices in a SCN. It also provides a theoretical foundation for future research on developing instruments for resources, practices, and capabilities of a SCN and empirically testing the relationships among the appropriate constructs.

This study aims to provide insights on the importance of reconfiguring new and existing enterprise resources in a heterogeneous manner. This will lead to improved efficiencies, strategies and resource usage as such leading to more synergetic and innovative outcomes. This study highlights the importance of dynamic capabilities (DC) during the process of resources recombination (RR). It suggests that DC can be a source of competitive advantage, but the effect is contingent on the RR capabilities of enterprises.

Data were obtained from 349 faculty members of higher education institutions (HEIs) from seven states in the United Arab Emirates (UAE). Partial least squares structural equation modeling (PLS-SEM) using SmartPLS was employed as a statistical tool to analyze the structural model.

The findings confirm the proposed role of DC in the realization of RR, in integrating and reconfiguring internal and external organizational skills and resources for efficiency and performance, since DC helps RR to reconfigure the resource base by extending, creating, and modifying innovative RRs.

The study has important implications for resource managers and policymakers of HEIs. By prioritizing DC, firms can develop novel products and services as a result of a heterogenous mix of new RR. Additionally, since firms have limited resources in ever-changing, complex environmental conditions, this study provides explicit directions on how enterprises can strategically manage their resources in an innovative manner to attain a sustainable competitive advantage.

Insights from the DC and RR perspective in HEI sectors, particularly in the Middle East region, are scarce. This is the first empirical study to delve in this area and exemplify the relationship between these significant constructs.

Scholars have recently begun to empirically evaluate the triple-A supply chain, which emphasizes concurrent capabilities in agility, adaptability and alignment across the supply chain to develop sustainable competitive advantage. Complexity theory suggests however that other combinations of triple-A capabilities may be equally effective, especially given a firm's strategic orientation relative to its market and its supply chain. Our research objective was to examine what combinations of these capabilities lead to the same outcome (i.e. high firm performance).

We collected 182 survey responses from a global sample of supply chain managers. Qualitative comparative analysis (QCA) was employed to assess effective recipes of agility, adaptability, alignment, supply chain orientation, and market orientation.

Our results revealed four distinct “recipes” (i.e. combinations of agility, adaptability, alignment, supply chain orientation and market orientation) that lead to high levels of firm performance.

Our results indicate that firms currently do not necessarily have to concomitantly develop capabilities across all triple-A components. Considering the costs associated with developing each of these capabilities, the findings allow us to derive several theoretical and managerial insights.

The resource‐based view of the firm has recently emerged as a new paradigm in strategic analysis. According to this view, firms are heterogeneous collections of resources that lead them to distinct market performance. This paper uses this approach not to analyse an individual firm but a cluster of firms, whose competitiveness depends not only on their individual resources and capabilities but also on those shared by the cluster as a whole. The analysis was developed for a wine cluster located in southern Brazil. The main objective was the identification of the resources and capabilities shared by the cluster in its effort to formulate sustainable competitive strategies. The research method employed combined the techniques of cognitive mapping analysis with the theoretical basis of the resource‐based view approach. The results of the study produced a significant improvement in managers’ and strategists’ perceptions about the competitive potential of the cluster.

The purpose of this paper is to determine the strategic capabilities that are related to success in five disparate Australian industries.

Five studies were conducted using a generative multi‐stage research approach in order to determine the capabilities that are related to success in the management consulting, advertising and IT industries, legal profession and top 500 listed companies.

There is a clear commonality of capabilities across all studies. These are quality of service, particularly customer service; good leadership and vision, which encourages innovation and creativity; selection and retention of excellent staff with good technical skills; credibility, integrity and honesty; excellent differentiated product(s) or service(s); and adaptability and flexibility. In general the capabilities were significantly related to the organisational success measures.

The study could be extended to other Australian and international industries.

Organisations that develop and implement resources to be proficient in all these capabilities should achieve increased success measured by a mix of hard and soft performance indicators. Our study is differentiated because the drivers and, indeed the indicators, of success have been proffered by executives themselves (not just the literature), who were located in disparate industries. Their views are deemed important because Australia's economy emerged relatively unscathed from the global financial economy and avoided a recession.

This paper aims to examine small- and medium-sized enterprises’ (SMEs) strategic capabilities in terms of their marketing and management capabilities, their sources of environmental uncertainty and their organizational capabilities. Additionally, to what extent the effect differs across two sectors (manufacturing and service).

Partial least squares structural equation modeling was used to conduct multigroup analysis for the two sectors. Data was collected from a sample of 315 Omani SMEs, 166 from manufacturing and 149 from services.

The results show that strategic capabilities have a significant positive effect on customer satisfaction. However, the effect differs between manufacturing and service SMEs; the effect is greater in service than in manufacturing SMEs. Furthermore, the effect of organizational capabilities on customer satisfaction was found to be positive. However, the effect is higher in manufacturing as the difference is statistically significant.

Due to the growing importance of the service and manufacturing SMEs in developing countries and their considerable involvement in economic development, it is important to understand the characteristics of the strategic capabilities in both sectors. Thus, according to the authors’ knowledge, this paper is one of the first to propose a comprehensive framework that measures collectively the direct impact of strategic capabilities, organizational capabilities and environmental uncertainties on SMEs customer satisfaction and effectiveness.

Drawing upon the extended resource-based view (ERBV), this research aims to examine the effects of supply chain diversification (SCD) on enterprise digital transformation (DT), focusing on the external perspective of the supply chain.

Leveraging panel data from Chinese A-share listed companies from 2015 to 2022, this research employs multiple regression analysis to empirically examine the relationship between SCD and enterprise DT.

The results of analysis indicate that: (1) SCD positively influences enterprise DT, a relationship that persists even after rigorous endogenous and serial robustness testing. (2) SCD fosters enterprise DT by bolstering its absorption, innovation, and adaptive capabilities. (3) Executive risk preferences and Pilot Policies positively mediate the effects of SCD on enterprise DT.

This research provides novel empirical insights into the underlying mechanism linking SCD and enterprise DT. The findings offer valuable guidance for enterprises seeking to optimize supply chain management and embrace DT, while also informing policymakers on strategies to facilitate SCD and DT enhancement among enterprises.

This research analyzes and tests the impact of some resource‐based determinants on sourcing decisions in an IS domain.

By applying the insights provided by the resource‐based view of the firm, some hypotheses to explain sourcing decisions regarding the implementation of an information system was developed. These hypotheses are tested in a specific functional area – human resources – using binomial logistic models. Primary data was collected through a survey of large Spanish firms.

Results confirm that HRIS implementation capabilities, and not the mere set of technical skills, play a major role in sourcing decisions. However, only when a specific level of both experience in that function and relationship between client and provider teams is reached will these capabilities allow the firm to outperform competitors and become a key determinant of the governance mode. Support for the influence of the strategic contribution of the HRIS was also found.

Unlike prior research, which stopped with the theoretical application of a resource‐based perspective to explain IS sourcing decisions, the author takes things a step further and operationalizes its insights. By using the IS function as the unit of analysis, a theoretically derived multidimensional measure of IS implementation capability was developed. Moreover, timing issues was considered when measuring this concept.

This article aims to comprehensively review the measurement and management of supply chain performance (SCP) and strategic performance (SP). It strives to identify integrable features regarding frameworks, measurement approaches, practices and emerging research issues in these areas to integrate SCP and SP for measuring and managing performance. It intends to develop a dynamic-integrated-performance-system by incorporating integrable aspects of SCP and SP to link these domains for organizational performance improvement.

Using systematic-literature-review, this study analyzes 154 articles published in selected peer-reviewed international journals from 2000 to 2023 regarding SCP and SP. It assesses existing knowledge regarding research-design followed, challenging areas and imperatives in these critical business domains to investigate the prior conceptual, empirical, case study-based and literature-review-based articles.

The study identifies integrable features regarding key theoretical and measurement frameworks, critical objectives, significant measures, effective practices for measuring and managing SCP and SP and emerging research issues common to these areas. The findings help develop a dynamic-integrated-performance-system that uses the theoretical lenses of resource-based-view/dynamic-capability-theory and adopts a comprehensive framework like DBSC (system-dynamic-model with BSC perspectives). It incorporates identified integrable measures and best practices to monitor, measure, manage and improve organizational performance for sustainable competitive advantage. The article reveals that earlier studies have overlooked analyzing SCP and SP integration aspects.

From the theoretical viewpoint, the present SLR is unique in three ways: first, in investigating both the measurement and management of SCP and SP holistically; second, in identifying integrative features of these two; and third, in proposing a DIPS to link SCP and SP for performance improvement. The study reveals that existing literature has focused on measuring and managing SCP and SP in isolation without attempting a comprehensive and unified approach to integrate the respective domains. The present SLR adopts a holistic approach to link SCP and SP from SCM and strategic-management perspectives. The study proposes a dynamic-integrated-performance-system to measure, manage and improve performance in a unified method.

This study provides SC and strategy practitioners with an understanding of strategy-performance pathways for achieving strategic objectives and executing risk mitigation initiatives to counter disruptions. It enables SC managers to comprehend SC practices and SCP leading to dynamic SC capabilities development. Operationalizing the proposed DIPS will help firms link SCP and SP, align operational SC practices with strategic sustainability and circularity objectives and meet sustainable development goals while benefiting social and environmental stakeholders.

Assessing relationships and identifying a unified approach integrating SCP with SP have not been addressed earlier. This study's uniqueness is finding integrable features of SCP and SP and constructing a dynamic-integrated-performance-system to link these domains for achieving strategic competitiveness.

The objectives of this study are to reveal the relationship between strategic options and competence building processes and to investigate the effect of environmental and firm-related factors on competence building. Competence building is defined as the qualitative change in firms' existing assets and capabilities; exercising strategic options may trigger this process. In this study an empirical model is developed and tested using structural equation modeling techniques. Many researchers have examined the relationship between strategic options and competence building theoretically, and this study aims to support these theoretical efforts with empirical research.