Integrating the Resource-Based View with Integral Theory: Toward a Holistic Typology of Organizational Resources

Volume 1: Part 1 Development in the theory of the firm - a critical review: Capabilities and governance - the rebirth of production in the theory of economic organization. Part II Fountainheads of the modern theories of the firm: industrial organization enterprise and profit the nature of the firm cognitive limits on rationality foreword to the third edition in The Theory of the Growth of the Firm equilibriu, expectations and information. Part III Transaction costs, property rights and economic organisation: information, expectations and the theory of the firm production, information costs and economic organization vertical integration, appropriable rents and the competitive contracting process the contractual nature of the firm the entrepreneur's reward for self-policing the theory of the firm revisited. Part IV Agency theories, incomplete contracts and corporate governance: theory of the firm - managerial behavior, agency costs and ownership structure transaction-cost economics - the governance of contractual relations agency problems and the theory of the firm moral hazard in teams separation of ownership and control the economics of governance - framework and implications the costs and benefits of ownership - a theory of vertical and lateral integration an economist's perspective on the theory of the firm multitask principal-agent analyses - incentive contracts, asset ownership and job design the firm as a collection of assets hierarchy - the economics of manaing specific and general knowledge and organizational structure. Volume 2: Part 1 Capabilities and resource-based views: the organisation of industry organizational capabilities and behavior a resource-based view of the firm absorptive capacity - a new perspective on learning and innovation firm resources and sustained competitive advantage a historical comparison of resource-based theory and five schools of thought within industrial organization economics - do we have a new theory of firm? the resource-based view within the conversation of stragetic management coordination and organizational learning in the firm the cornerstones of competitive advantage - a resource-based view capabilities and the theory of the firm dynamic capabilities and strategic management. (Part Contents).

Organizational integration of the IT function: A key enabler of firm capabilities and performance

Objective: The objective of this study is to investigate the relationship between digital human resource strategies and agile progression in the hotel sector in Jordan. Additionally, it examines the moderating role of digital marketing and business intelligence in this relationship. The study also aims to explore how these factors can be integrated within the context of sustainable communities, highlighting the importance of aligning digital transformation with sustainable practices in the hospitality industry. Theoretical Framework: This research is underpinned by key concepts and theories related to digital transformation, strategic human resource management, and agile methodology. The study draws on the resource-based view (RBV) theory to explain how internal organizational capabilities, such as digital HR strategies, contribute to achieving agility in dynamic environments. Furthermore, the study incorporates theories of marketing and business intelligence integration to explore their moderating effects on organizational agility. Method: The methodology employed in this study involves a quantitative approach. Data were collected through a structured questionnaire administered to 140 managers from eight five-star hotels in Amman, Jordan. The questionnaire covered variables related to digital HR strategies, agile progression, digital marketing, and business intelligence. SmartPLS4 was used for data analysis to assess relationships and moderating effects. Results and Discussion: The results revealed a significant and positive relationship between digital human resource strategies and agile progression in the hotel sector. Furthermore, the study found that digital marketing and business intelligence positively and significantly moderated this relationship. In the discussion, these findings are contextualized within the theoretical framework, emphasizing how digital transformation in HR practices can enhance organizational agility. The study also highlighted discrepancies and limitations, including the reliance on a single sector and geographic region, which could impact the generalizability of the findings. Research Implications: The study offers practical implications for the hospitality industry, suggesting that integrating advanced digital HR strategies with digital marketing and business intelligence can foster organizational agility. The findings also have theoretical implications, contributing to the growing literature on digital transformation and agile management in service sectors. The results can inform HR practices, decision-making, and strategic planning in similar industries. Originality/Value: This study contributes to the literature by exploring the relationship between digital human resources strategies and agile progression in the hotel sector in Jordan. It examines the moderating roles of digital marketing and business intelligence, particularly within the context of sustainable communities. Its originality lies in the application of these concepts within the Jordanian hotel industry, providing empirical evidence and practical insights that can guide industry practices. The study also offers a framework for integrating sustainable practices with digital transformation, paving the way for future academic research in both fields.

Integrating dynamic capability theory and resource-based view (RBV), this study offers a systematic analysis on antecedents and consequences of MNCs’ sustainable supply chain management (SuSCM), and proposes a conceptual research framework. Firstly, RBV asserts that dynamic capability and SuSCM can enhance SCM performance and competitive advantage. Secondly, according to dynamic capability theory, managers’ different ambidexterity may influence (moderate) the relationship between MNCs’ SuSCM and SCM performance. This study adopts Hierarchical Regression and Structural Equation Modeling to test the moderating effect and conceptual framework, and propose final model. This research gives some implications and suggestions for theoretical development and corporate sustainability.

The article analyzes how business interests responded to European integration. It draws on survey data of eight hundred German, French, British, and European Union (EU) trade associations as well as thirty‐four large firms. The argument is that the multilevel governance approach to European integration captures the realities of EU interest intermediation better than neofunctionalism and intergovernmentalism. The article suggests that the strategies of interest organizations depend mainly on their location in the EU multilevel system and on their governance capacities. I distinguish two kinds of governance capacities: negotiation capacities and organizational resources. The analysis proceeds in the following steps: After outlining the three theories of European integration and presenting their implications for interest groups, a brief overview of the relative importance for interest organizations of EU and national institutions over time is provided. Then, cluster analysis techniques serve to identify types of interest groups according to their lobbying strategies in the multilevel system: niche organizations, occasional players, traditionalists, EU players, and multilevel players are distinguished. The composition of these clusters and the characteristics of their members support the multilevel governance approach and indicate that multilevel players have greater governance capacities than organizations in the other clusters.

Acknowledgements. Foreword: Robin J. Ely (Harvard Business School). Preface : Margaret S. Stockdale (Southern Illinois University, Carbondale) and Faye J. Crosby (University of California, Santa Cruz). Part I: Foundation: 1. Why now? The contemporary interest in managing diversity: Rosemary Hays-Thomas (University of West Florida). 2. The arguments against diversity: Are they valid? : Kecia Thomas (University of Georgia), Dan Mack (late of University of Tennessee), & Amelie Montagliani. Part II: Models and Processes: 3. Models and Practice of Diversity Management: A Historical Review and Presentation of a New Integration Theory: Janet Kottke and Mark Agars (both California State University, San Bernardino). 4. The Influence of Culture on Role-Taking in Culturally Diverse Organizations: Eugene F. Stone- Romero and Dianna L. Stone (both University of Central Florida). 5. Leadership in a diverse workplace: Donna Chrobot-Mason (University of Colorado, Denver) and Marian Ruderman (Center for Creative Leadership, Greensboro, NC). 6. Health Implications of Workplace Diversity: Lynda Sagrestano (Southern Illinois University, Carbondale). Part III: Diverse Groups: 7. Shattering the Glass Ceiling in the New Millenium: Linda Stroh (Loyola University Chicago), Christine Langlands (Organization Resources Counselors, Inc. ), and Patricia A. Simpson (Loyola University Chicago). 8. Toward the Inclusiveness and Career Success of African Americans in the Workplace: Kevin Cokley (Southern Illinois University, Carbondale), George Dreher (Indiana University) & Margaret S. Stockdale (Southern Illinois University, Carbondale). 9. Age, Disability, And Obesity: Similarities, Differences, And Common Threads: Myrtle P. Bell (University of Texas, Arlington), Mary E. McLaughlin (Pennsylvania State University), and Jennifer M. Sequeira. 10. Diversity and Sexual Orientation Including and Valuing Sexual Minorities in the Workplace: Micah E. Lubinsky, Sarah L. Holland (The Visibility Project), Carolyn Wiethoff (Indiana University, Bloomington), & Faye J. Crosby (University of California, Santa Cruz). 11. Class diversity in the workplace: Heather E. Bullock (University of California, Santa Cruz). Part IV: Further Developments: 12. Creating and Sustaining Diversity and Inclusion in Organizations: Strategies and Approaches: Evangalina Holvino (Simmons College), Bernardo Ferdman (Alliant International University), and Deborah Merrill-Sands (Simmons College). 13. International perspectives in managing workplace diversity: Rana Haq. 14. Looking Back and Heading Forward: Major Themes of The Psychology and Management of Workplace Diversity: Margaret S. Stockdale (Southern Illinois University, Carbondale) and Feng Cao. References. Biographic Summaries. Subject index . Author index .

This article presents the results of an empirical study of labor motivation of employees of enterprises in the sphere of railway transport during a period of structural reform. The influence of the reform on the personnel motivation system and the risks which it creates for the human resources of the organization is shown. A methodology based on the principles of socio-reproduction approach, the theory of social integration, the risk paradigm and the two-factor theory of motivation of F. Herzberg is presented. The methodical procedures by which the factors of motivation and demotivation were revealed, the level of satisfaction with the factors of motivation, the motivational profiles of employees, the reasons for staff turnover were obtained and described in detail. The results are presented in the form of a comparative analysis of indicators for young workers and older personnel.

PurposeThe importance of international dry port integration in the supply chain has received a great deal of attention and been widely discussed in the literature. This study empirically examines the relationship among dry port logistics supply chain integration (DPLSCI), its operational performance (OP) and dry port competitiveness (DPC) in the context of China.Design/methodology/approachThe authors developed a structured questionnaire based on the supply chain integration (SCI) theory and resource-based view, and collected data from the dry port operation enterprises and their stakeholders in central and western China. A structural equation model (SEM) is used to test the research hypotheses.FindingsThe results demonstrate that DPLSCI has a positive effect on logistics cost performance (LCP) and service quality performance (SQP), which further improves DPC. Meanwhile, OP (LCP and SQP) is a full mediator between DPLSCI and DPC.Practical implicationsThis paper provides guidelines for dry port operators and their stakeholders to integrate supply chain resources and develop the OP for improving the overall competitiveness of an international dry port. The government could also invest in physical infrastructure and system platform to strengthen the OP of a dry port and further enhance its competitiveness.Originality/valueThe authors emphasise that the international dry port is a proactive and integrated system in providing a supply chain logistics service. This study fills up a research gap in the extant literature on theoretically proposing and empirically testing a new theoretical model. It also contributes to dry port stakeholders by providing useful guidelines to enhance OP and dry port competitiveness.

Despite the plethora of explications of the direct and indirect impacts of green people management practices on different dimensions of individual and organizational performance and sustainability, a holistic model demonstrating the constituent aspects and impacts of such sustainability on organizational, individual, and team performance is missing. The objective of this study is to address this gap/void through a review of 127 papers on green human resource management (GHRM) following a systematic literature review approach. Based on the systematic review, this study used a thematic analysis, which identified twenty-four disparate people and organizational aspects and grouped the most used ones into five theoretical lenses, including AMO = ability–motivation–opportunity, RBV = resource-based view, SHT = stakeholder theory, SET =social exchange theory, and SIT = social identity theory. These five sets of results were used to develop the first-of-its-kind holistic framework showing how GHRM works in a cyclical process to fill the missing gap in how to sustainably improve individual, group, and organizational performance for multiple organizational stakeholders. Second, this article contributes theoretically to the social engagement and social identity theories, thereby extending Deci and Ryan’s organismic integration and self-determination theories to show how GHRM practices can be implemented for sustainable organizational performance. Third, this study also proposed a new and more sustainable bottom line for business organizations seeking to improve their performance, and this contribution is referred to as sustainable GHRM-organizational performance (SGHRM-OrgP). Finally, this study proposes a research agenda highlighting where more research areas are needed. Despite the potential that such a model offers for organizational sustainability, the authors recognize the next research step of applying its constituent parts in practically optimizing performance.

PurposeThe purpose of this paper is to understand how theoretical lenses have been used to analyze the supply chain integration (SCI) theory. Furthermore, this paper elaborates theories derived from SCI research, in the form of propositions and a framework to explain the concept of the broader span of SCI.Design/methodology/approachThis paper is based on a systematic review of 194 research articles from Q1 to Q4 international journals over the period 1980–2017. Issues are explored under the integration keywords: “supply chain integration,” “internal integration,” “supplier integration,” “customer integration,” “third party logistics integration” and “logistics service provider integration.”FindingsConceptually, SCI can be interpreted as a span that illustrates the internal integration of the focal organization, and the integration of the focal organization with suppliers, logistics service providers (LSPs) and customers. However, the result from the systematic literature review shows the SCI’s span still neglects LSPs. Based on that gap, a resource-based view (RBV) integrated with the resource dependence theory (RDT) is used to propose a broader SCI span that consists of internal, supplier, LSP and customer. Using both theories, this paper conceptualizes resources, dependence and uncertainty as the antecedents of the broader span of SCI.Originality/valueThis paper provides a theoretical contribution that integrates the RBV and RDT as a basis for developing the broader span of SCI.

Recent studies have highlighted the utility of the resource-based view (RBV) in understanding the development and application of IT capabilities and resources in organisations. Nevertheless, IS research has inadvertently carried over several fundamental problems and weaknesses with the RBV from reference disciplines. This chapter proposes an integrative theory, model and research propositions that draws on dynamic capabilities theory from the resource-based view of the firm in institutional economics, and commitment theory in institutional sociology, to explain and understand the process by which IT capabilities and resources are developed and applied in organizations. In so doing, this study addresses the paucity of theory on the role of IT capabilities in building and leveraging firm-specific IT resources. The chapter also addresses the aforementioned problems and weaknesses to build a logically consistent and falsifiable theory, with relatively superior explanatory power, for application in both variance and process-based research, whether positivist or interpretivist in orientation.

IT is now generally recognized that there are many cases of vertical restraints that do not fit the standard "consumer free riding on special services" theory.1 For example, the widespread use of resale price maintenance in the marketing of brand name clothing cannot be explained as inducing retailers to supply services such as dressing rooms. It is unlikely that consumers must be prevented from trying on clothing free of charge at a full-service retailer before purchasing the clothing at a discount from retailers who do not supply dressing rooms. A number of authors recently have attempted to correct this deficiency in the standard theory by expanding the type of services that vertical restraints may induce retailers to supply and the corresponding retailer free-riding problems.2 The standard economic analysis of how vertical restraints operate to induce desired retailer behavior has remained essentially unchanged, however. The standard analysis assumes that when it is not feasible for a manufacturer to write explicit, court-enforceable contracts with retailers for the supply of particular services, the only alternative mechanism manufacturers can use to induce the supply of desired services is to increase the direct return retailers receive from consumers when those

The resource-based view of the firm, and particularly the dynamic capability theme, is paying increasing attention to the creation of new resources, and especially to specific motors of innovative, value creating activity by managers. One particular, yet seldom empirically investigated, theme is that value creating innovations are the product of novel combinations of existing elements drawn from a stock of knowledge resources, with heterogeneous pools of knowledge representing an asset to managers. Drawing on social network theory and theories of knowledge, innovation and conceptual integration, this study contributes a firmer micro-foundation to a central question in current RBV research--how are new value-creating capabilities developed within firms? Specifically, we investigate the link between the heterogeneity of knowledge in managers' social networks and their performance using a sample of 106 middle managers in a high technology company. We find that there is a robust, positive association between knowledge heterogeneity and individual managerial performance, even when controlling for numerous alternative sources of superior performance, including political advantages offered to managers through their social network structure.

The purpose of the current study is to investigate how organizational resources and capabilities affect corporate environmental strategy (CES) and performance based on an extended natural resource-based view (NRBV). In contrast with existing studies showing only partial relationships, such as the relationship between CES and firm performance, the current study investigates comprehensive relationships among core NRBV variables and develops an integrated model by combining a resource-based view (RBV), NRBV and competitive advantage theory. The NRBV, as an extension of Barney’s (1991) RBV, is the first model to advocate the importance of corporate capabilities with natural environmental consideration (Hart, 1995). However, this NRBV does not explicitly address the role of corporate proactive environmental strategy (PES) as a determinant of performance. To differentiate the current study with existing studies focusing on the relationship between PES and performance, the current study investigates the driving forces of PES in the nexus of the PES-performance. Further, it examines performance from both environmental and financial perspectives. As such, the model in this thesis identifies six key variables which include (i) organizational resources, (ii) organizational capabilities, (iii) PES, (iv) competitive advantage, (v) environmental performance, and (vi) financial performance. The current study used model comparison techniques and identified a two-tier structure of factors which are associated with organizational resources and capabilities before investigating causality. For the empirical analysis, the current study employed the structural equation modeling (SEM) using from participants in Korean manufacturing.

Creating dynamic capabilities through business partnerships: the role of resources and capabilities and implications for performance