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The paper introduces a resource-based linear programming model for resource optimization in small innovative enterprises (SIE).

The model is grounded on resource-based view on the firm and dynamic capabilities approach. Linear programming technique is used to provide the actual framework to the resource-based model.

The paper introduces a new resource-based linear programming model for resource optimization in small innovative enterprises. The conceptual model is grounded on resource-based view (RBV) and dynamic capabilities strategy. The RVB of firm and firm strategy is based on the concept of economic rent. Linear programming technique is used to provide the actual framework to the resource-based model. In developing the versatility concept, study suggests a distinct sight regarding resource fungibility. Study classifies resources into multipliable, rentable and expendable resources to increases adequacy of the model. The developed model includes both tangible and intangible assets such as human capital. The survival rate of SIE in the early stages of life cycle is very low due to the competition among SIEs. In this regard, the greatest advancement of the developed resource-based linear programming model is its simplicity and versatility which is much desirable for the SIE especially in their initial stages of the life cycle. Kelliher and Reinl (2009) argued that micro firms have unique advantage over bigger firms in following term: rate of learning or redeployment of strategy in micro firms is faster than the rate of change in their environment. One very significant feature of the developed resource-based linear programming model is that mathematically the proposed model could easily be transformed into mixed integer or stochastic linear programming models to meet the time variant requirement of small firms especially when it expands its operation.

The survival rate of SIE in the early stages of life cycle is very low due to the competition among SIEs. In this regard, the greatest advancement of the developed resource-based linear programming model is its simplicity and versatility which is much desirable for the SIE especially in their initial stages of the life cycle. Kelliher and Reinl (2009) argued that micro firms have unique advantage over bigger firms in following term: rate of learning or redeployment of strategy in micro firms is faster than the rate of change in their environment. One very significant feature of the developed resource-based linear programming model is that mathematically the proposed model could easily be transformed into mixed integer or stochastic linear programming models to meet the time variant requirement of small firms especially when it expands its operation.

One very significant contribution of the present study is that the study develops a new resource-based model for SIE especially for the SIE in the initial stages of the life cycle, to gain competitive advantages. Furthermore, the present study contributes to the existing literature in strategy at least in three senses as mentioned below: 1. further addition of SIE research based on the RBV and dynamic capabilities in the strategy literature 2. in developing the versatility concept, the study suggests a distinct sight regarding resource fungibility and it classifies resources into three categories as follows: multipliable, rentable and expendable resources to increases adequacy of the model. 3. Finally, the study introduces a new resource-based linear programming model for SIE resources allocation. To the best of author’s knowledge, no such similar model is introduced by any previous studies for small firm. The greatest advancement of the developed resource-based linear programming model is its simplicity and versatility.

Purpose – The purpose of this paper is to develop a framework which sheds new light on how sustainability control systems (SCS) can be used in proactive strategic responses to corporate sustainability pressures.

Design/Methodology/Approach – Corporate sustainability pressures are identified using insights from institutional theory and the resource-based view of the firm.

Findings – The paper presents an integrated framework showing the corporate sustainability pressures, proactive strategic responses to these pressures, and how organizations might use SCS in their responses to the corporate sustainability pressures they face.

Practical Implications – The proposed framework shows how organizations can use SCS in proactive strategic responses to corporate sustainability pressures.

Originality/Value – The paper suggests that instead of using traditional financial-oriented management control systems, organizations need more focus on emerging SCS as a means of achieving sustainability objectives. In particular, the paper proposes different SCS tools that can be used in proactive strategic responses to sustainability pressures in terms of (i) specifying and communicating sustainability objectives, (ii) monitoring sustainability performance, and (iii) providing motivation by linking sustainability rewards to performance.

The provision of value, as a marketing issue, is receiving increasing attention from managers and scholars. This attention, in combination with strong calls for better quantification and stronger measures in marketing, has lead to increased interest in the assessment, quantified where possible, of the provision of value through buyer–seller relationships. This paper identifies dimensions of value provision through relationships in business markets with specific emphasis on the intangible aspects of value, which are important to long-term competitive advantage. The provision of value to the seller is the prime focus in this paper. The paper discusses the meaning of both tangible and intangible relationship value and the interplay between them and notes the importance of assessing the intangible part of the value, particularly the part which derives from the human aspects of the relationship. Despite their importance, the human aspects of relationships and their contribution to value is a sparse topic among researchers. The paper compares and evaluates potentially useful relationship and value conceptualizations. The paper discusses studies of relationship value and then outlines the results of a recent line of empirical research into the provision of value by a buyer to a seller that utilizes a framework synthesized from the intellectual capital literature. This recent research conceptualizes the potential for a seller's relationship with a buyer to provide intangible value to the seller in terms of, first, the resources available in the buyer and second, the capabilities of the buyer's boundary personnel to aid in facilitating the flow of those resources to the seller. The paper also includes the softer human aspects in the dimensions of value. These latter aspects are important to a full assessment of value. The paper concludes with a discussion of aspects of intangible relationship value that need further elucidation and will thus provide opportunities for future research.

The resource‐based view of the firm (RBV) is an important, emerging theory of firm heterogeneity. It is well grounded in industrial economics and has benefited in its development from a multiplicity of contributions by management writers. But like any developing body of knowledge, it is not short of confusion, ambiguity and conceptual and empirical difficulties. This paper provides an integrated review of the resource‐based view of the firm in an effort to eliminate much of the ambiguity caused by weak taxonomies and the inconsistent and conflicting use of terminology. It provides a detailed insight into the logic of the RBV and illuminates its contributions to the debate on the nature of competitive advantage. The paper then evaluates the status of some ongoing debates that are germane to our understanding of competitive advantage and outlines prospective directions for the development of the resource‐based view.

The purpose of this paper is to investigate which firm‐level antecedent – resource‐based capability or inter‐organizational coordination – contributes to a firm's supply chain management (SCM) focus.

A conceptual framework of antecedents of SCM focus and several research hypotheses posit that for a thorough understanding of the behavior of an organization in the supply chain, it is necessary to consider two sets of antecedents simultaneously. Hypotheses are tested using confirmatory factor analysis and multiple linear regression on a set of survey data collected in the USA, Europe and New Zealand.

The analysis of survey data validates the major premise that inter‐organizational coordination plays an important role in explaining the SCM focus of a firm. Research results validate the positive relationships between the proposed antecedents and a firm's SCM focus.

Although the research design incorporates extensive literature reviews, it does not capture every aspect of complex inter‐organizational coordination. Future efforts should establish a valid, reliable instrument to measure the underlying constructs.

This study shows that a firm possesses inimitable internal resource‐based capabilities and external coordination mechanisms that are unique to each firm. Each of the resource‐based capabilities helps to integrate the various internal functional areas within an organization to increase efficiency and reduce waste. The external coordination mechanisms help a firm to link its processes seamlessly with upstream and downstream supply chain members. The paper also shows that product innovation is the only resourced‐based capability that predicts SCM focus when inter‐organizational coordination mechanisms are considered.

The paper contributes to the extant literature by integrating the traditional resource‐based view of a firm with inter‐organizational coordination to examine crucial factors that precede a firm's SCM focus. Both perspectives have considerable merit, so for a thorough understanding of a firm's SCM focus, it is necessary to consider these factors simultaneously.

Argues that operations strategy research should integrate recent theories from the resource‐based view of strategic management. Going beyond the model of Hayes and Wheelwright, this would call for the end of the market‐based view, where operations strategy merely follows the directions set by the marketing function. It would emphasize the dynamic development and leveraging of competencies and capabilities in order to set new business diversification strategies. A new paradigm of operations strategy could emerge, where “management fundamentals” such as learning and culture would be actively integrated within operations, in order to become key sources of competitive advantage. Accordingly, the operations function could progressively: take the leadership of strategy formulation; create “portfolios” of optional capabilities for strategies of organizational agility; and implement world‐class practices more effectively through evolutionary strategic frameworks.

The conditions that are constantly changing and transforming by digital technologies in today's world have forced businesses to think strategically and to comply with the rules and processes of strategic management. Technologies, such as the internet of things, cloud computing, artificial intelligence, and big data, especially in the Industry 4.0 ecosystem, cause some conflicts or constructive and destructive effects on the management approaches and management strategies of businesses. Businesses need to understand these technologies and their effects to maintain their existence and manage their resources and capabilities effectively and strategically. In this chapter, it is aimed to examine the conflicts with destructive and constructive effects of digital technologies on the strategic management of enterprises. For this purpose, the literature was searched qualitatively, and a conceptual study was carried out. At the beginning of the chapter, strategic management literature was researched, and strategic management approaches and views were examined. In the next part, digital technologies in the Industry 4.0 ecosystem are explained. In the last part, digital technologies and their impacts in terms of strategic management approaches (position approach, resource-based approach, and complementing views of resources-based approach) have been examined.

This study aims to focus on the resource-based faultline of a top management team (TMT) and intends to investigate the impact of TMT resource-based faultline on corporate green innovation, by indicating the environmental management as a mediator and slack resources as a moderator to understand the relationship.

Based on the empirical data of Chinese listed manufacturing companies from 2008 to 2020, this study assesses the hypotheses using an OLS model with fixed effects of time and industry.

The results indicate that TMT resource-based faultline is significantly negatively correlated with corporate green innovation. The conclusion remains valid after endogeneity tests and robustness checks. Mechanism test shows that environmental management plays a mediating role in the association between TMT resource-based faultline and corporate green innovation. Moreover, slack resources diminish the negative association between TMT resource-based faultline and corporate green innovation.

The study not only expands the theoretical understanding of the deeper motivation of TMT faultline on corporate green innovation, but also provides a practical reference for optimizing the human resource allocation of the TMT and accelerating green transformation development.

The aim of the paper is to demonstrate how business process‐based approach (PROPHESY) facilitates integration of resource‐based and market‐based approaches to strategy management. The paper begins by presenting resource‐based and market‐based strategy management approaches generally. It extends earlier research by examining the linkages between markets and resources as practised by three case study companies representing a cross‐section of the manufacturing industry. It continues with a discussion on the reasons behind the choice of the criteria used for cross case analysis. Although the results are exploratory, they provide a comparative analysis of how market‐based strategies could relate and integrate with resource‐based strategies through business processes.