Abstract
Digital transformation of the downstream supply chain is not simply a matter of technology; it requires the development of specific processes, competencies, and assets. The fashion industry has experienced significant disruption due to the digitalisation of business over the past 15 years. This paper explores how firms in the fashion context respond with innovative solutions to procure and use specific resources to develop successful digital sales channels. The results of our qualitative multiple case study approach, which employs an abductive approach and is in line with resource advantage theory, enable us to identify a specific digital resource category and its four foundations: technology, competency, policies, and control.
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