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This study aims to examine how market orientation (MO), marketing resources and marketing resource deployment are related and impact business-to-business (B2B) firm- and customer-level performance.

A self-administrated questionnaire was used to collect data from 251 firms out of a sample of 1000 B2B firms selected from a database of businesses.

Marketing resources and marketing capability are complementary in contributing to both firm and customer performance. In addition, they are partial mediators of the relationship between MO and firm- and customer-level performance. Only marketing resources fully mediate the relationship between MO and firm-level performance.

This study relied on self-reporting by marketing executives, thus inferences about causality should be made with caution. Specifically, the time sequence of the relationships among resource possession and resource deployment and marketing results is not easily discernible with cross-sectional data.

This study sought to address research gaps in the two research streams; MO-firm performance via the mediating role of marketing resources and deployment, and the resource based view (RBV) resource–deployment interaction. Our contribution to the literature is threefold. First, MO indirectly enhances performance at both firm and customer level via marketing resources and marketing resource deployment. Second, while possessing marketing resources does explain some of the economic rent differentials, the effect depends fundamentally on how firms deploy their marketing resources. Third, our findings suggest research on resources, resource deployment and cross-level firm performance should be conducted at the business process level within firms.

This research aims to provide a theoretical framework for exploring how firms can respond to the growing threat of natural resource scarcity. Specifically, the role of closed‐loop supply chain management is examined as a means for creating resource advantages that can lead to marketplace competitive advantages.

The research extends previous theoretical research, integrating natural resource scarcity and closed‐loop supply chain management for the first time. Resource‐advantage theory is employed as the theoretical lens for the research model and propositions.

The findings deepen understanding of the forces that create natural resource scarcity conditions in the supply chain, and highlight the need for higher order closed‐loop capabilities that have the ability to mitigate natural resource scarcity.

The theoretical model and six research propositions suggest relationships between natural resource scarcity, closed‐loop capabilities, and firm level performance that need to be tested empirically. Future research opportunities and methodologies are suggested.

Growing natural resource scarcity is already having a major impact on many firms and industries; therefore, this research has significant managerial implications due to supply risks and potential disruptions caused by insufficient natural resources in current and future supply chains.

This paper seeks to increase discussion about natural resource scarcity and bring it into focus as a relevant supply chain topic related to closed‐loop supply chain capabilities and the internal firm level resources needed to ensure performance in a changing world.

An attempt to profile the problem‐prone consumer shows that some are more apt than others to perceive problems, and this propensity relates positively to experience of related problems. Lack of economic, health, social and intellectual resources was found to be a less positive influence. However, frequency of marketplace participation was discovered, by means of a mailed questionnaire, to be the strongest factor in the probability of perceiving consumer problems. Most consumers have few bad buying experiences, but it is vital to handle these seriously and to identify the problem‐prone. Although disadvantaged consumers may seem less exposed to problems, this may be due to a difference in aspirations and subjective perceptions, which should be further studied.

This paper aims to investigate how consumption linked with life transitions can differ in its potential to bring about ongoing liminality. By examining how consumers can draw on overlapping systems of resources, different ways in which consumers negotiate ongoing liminality following the transition to motherhood are identified.

The authors conducted an interpretive, exploratory study using in-depth phenomenological interviews with 23 South Asian mothers living in the UK. The sample consisted of mothers at different stages of motherhood.

Following life transitions, consumers may encounter liminal hotspots at the intersection of overlapping systems of resources. The findings examine two liminal hotspots with differing potential to produce ongoing liminality. The study shows how consumers navigate these liminal hotspots in different ways, by accepting, rejecting and amalgamating the resources at hand.

The research sample could have been more diverse; future research could examine liminal hotspots relating to different minority groups and life transitions.

Marketers need to examine the different ways in which consumers draw on different systems of resources following life transitions. The paper includes implications for how marketers segment, target and market to ethnic minority consumers.

Due to increasingly fluid social conditions, there are likely to be growing numbers of consumers who experience ongoing liminality following life transitions. A preliminary framework is presented outlining different ways that consumers negotiate ongoing liminality by drawing on overlapping systems of resources, broadening the understanding of the role that marketplace resources play beyond life transitions.

The goal of this study was to explore the development of the first-of-its-kind mainstream adaptive apparel line for children through the collaboration of an adaptive apparel advocate and an apparel brand.

To achieve this goal, the study used the resource advantage (RA) and first-mover advantage theory to conduct a case study investigating the lived experiences of Mindy Scheier as she created the adaptive apparel movement and collaborated with Tommy Hilfiger® to launch the first-of-its-kind mainstream adaptive apparel line for children.

The result of the case study revealed two dominant themes: (1) “I am going to educate the entire industry” and (2) “You mean no mainstream brands have done this before?” Using RA theory and first-mover advantage theory, the themes illustrated the advocate's position as a key competitive resource, how she leveraged the key competitive resources with an apparel brand, and subsequently, how the brand, using the advocate as a key competitive resource, established a first-mover advantage in the adaptive apparel market to develop the first-of-its-kind mainstream adaptive apparel line for children in the marketplace.

This study demonstrated how RA theory could be applied to the partnership between an advocate and an apparel firm and how the key resources acquired and utilized by the advocate support a competitive advantage within the adaptive apparel marketplace.

The purpose of this paper is to illustrate that conceptual frameworks developed from a general theory of competition, i.e. resource‐advantage (R‐A) theory, can facilitate managerial action.

After a brief overview of resource‐advantage (R‐A) theory, five conceptual frameworks are developed and offered for the purposes of managerial action.

This paper identifies several conceptual frameworks and after noting that conceptual frameworks that do not have positive theoretical foundations may not be as useful as those that do, develops five conceptual frameworks that are based on R‐A theory.

The conceptual frameworks developed in this paper have great potential for facilitating managerial action.

Conceptual frameworks that have positive theoretical foundations can be very useful for practitioners. In fact, the frameworks proposed in this paper can replace frameworks that are currently in use for managerial action.

Purpose – This conceptual chapter clarifies concepts of marketplace community.

Methodology/Approach – Through a review of selected CCT studies, the chapter explores and reviews theories of subcultures of consumption, brand communities and consumer tribes.

Findings – Subcultures of consumption, brand communities and consumer tribes exhibit divergent qualities that are summarised in a typology of communities.

Research implications – The perspectives offered by tribal studies present powerful tools that compliment subcultural and brand community approaches to understanding the construction of marketplace cultures.

Practical implications – Theory that improves the understanding of different features of marketplace communities can help marketing practitioners to determine more appropriate communal marketing strategies.

Originality/Value of paper – This chapter recommends a consistent and commonly shared set of descriptive and theoretical terms for different kinds of marketplace community.

This paper aims to explore the interplay between consumption and depression through a cross-cultural study conducted in Brazil and Germany.

Data collection was conducted through an online survey. Beck Depression Inventory (BDI) was used to assess depression levels from a sample of 1,627 respondents (759 Germans and 868 Brazilians). Descriptive statistics, multiple linear regression and Mann–Whitney U tests were applied.

Cultural characteristics are relevant in the consumption-depression interplay. The authors identified marketplace resources and stressors consisting of products categories that influence the depression level of the depressed consumer. Additionally, individuals with some level of depression presented different consumption habits than those without. A table summarizing the findings is presented at the end of the paper.

Work limitations refer to the consumption categories analyzed and the large share of students in the sample.

Marketplace measures have an active role in mitigating or increasing depression levels. Thus, consumption can also be used as a transformative tool to benefit the lives of depressive individuals. Some suggestions are presented.

This study contributes to the discussion that consumption impacts the daily lives of people with depression and provides recommendations on how to adapt consumption habits to help depressive individuals optimize their quality of life and well-being.

This paper contributes empirically and theoretically to the discussion of mental health and consumption and introduces innovative consumption categories (from daily life) that are incipient in previous literature.

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.

This paper embodies research on the purchasing of electronic resources by public libraries. It sought to identify what works well and what is problematic with respect to the management of commercial products. Views were also sought on future development, and how procurement could best be managed. The main concerns identified were the lack of a national dimension and strategy, and of expertise in individual authorities and consortia, particularly with licences. Purchasers were felt to be reactive, not taking control of the procurement by specifying requirements. E‐resources were felt to be very expensive; there was not necessarily any price advantage as a result of consortial negotiations. It was also felt that hard‐copy and e‐resource procurement and strategy should not be separated. Licence terms and pricing models were felt to be confusing, and the interfaces provided inappropriate.