Resilient Public Sector Capabilities, on Successful PPP Project Performance: a Perspective of Resource-Based Views (RBV)

The food supply chain (FSC) is becoming more sustainable as companies aim to meet demand with lower waste and emissions. Big data analytics (BDA) can help achieve sustainability goals by extracting meaningful information from past data to help create sustainable strategies. However, in the sustainability literature, BDA's role in enabling sustainable FSC innovations is not explored. Thus, this study investigates how data‐driven analytics might improve FSC innovation by adopting creative tactics in every triple bottom line (TBL) component – green, corporate social responsibility (CSR), and financial – to gain a competitive edge. A resource‐based view (RBV) perspective was used to evaluate the links between supply chain (SC) innovation capabilities and competitive advantage (CA) in FSC innovation and sustainability. Indian food processing enterprises were surveyed using a questionnaire to collect data from 200 respondents. Adopting a structural equation modelling (SEM) approach, six hypotheses were evaluated for significance on the surveyed data using AMOS V.20. Since both goodness and badness fit indices were above cut‐off values, the measurement model was robustly evaluated and found to fit the survey data well. Structural model findings supported all study hypotheses. The results indicate that BDA strongly impacts food supply chain TBL and FSC innovation. Data‐driven innovative TBL methods were shown to boost FSC competitiveness. With the growing demand for value‐added innovation in FSC sustainable development, this study uniquely contributes to the current literature by linking BDA and TBL practice innovation to FSC CA.

Purpose: Drawing on the Resource Based View (RBV) and Dynamic Capabilities Theory (DCT), the study seeks to investigate the impact of Big Data Analytics (BDA) on Project Success (PS) through Knowledge Sharing (KS) and Innovation Performance (IPF). Design/Methodology: Survey data were collected from 422 senior-level employees in IT companies, and the proposed relationships were assessed using the SMART-PLS 4 Structural Equation Modeling tool. Findings: The results show a positive and significant indirect effect of big data analytics on project success through knowledge sharing. IPF significantly mediated the relationship between BDA and PS in IT companies. Originality/Value: This study is one of the first to consider big data analytics as an essential antecedent of project success. With little or no research on the interrelationship of big data analytics, knowledge sharing, innovation performance, and organizational performance, the study investigates the mediating role of knowledge sharing and innovation performance on the relationship between BDA and PS. Implications: This study, grounded in RBV and DCT, investigates BDA’s influence on PS through KS and IPF. Implications encompass BDA’s strategic role, KS and IPF mediation, and practical and research-based insights. Findings guide BDA integration, collaborative cultures, and sustained success.

Organizations regularly execute projects to improve their performance. Yet there is little agreement in the literature or in practice on evaluating project success. As a result, managers tend to use different scales
\nfor project success measurement. Inconsistencies in project results prevail.
\nIt is difficult to apply project success measures to all project types.
\nDiscriminating between project success and project manager performance is
\nalso difficult. In this paper, we introduce a generic success measure for any project. Performance measures of two key managers are also introduced. The three dimensions are: first, project management success—the performance of the project manager in achieving the project plan; second, project ownership success—the performance of the project owner in realizing the business case; and, third, project investment success—the investment performance of the project for its funder. We provide some insights for managers and organizations in utilizing these measures.

Purpose Drawing on resource-based view, dynamic capability view and situational strength theory, this study seeks to ascertain the impact of sustainable leadership (SL) on project success (PS) and further examines the mediating effect of knowledge infrastructure capability (KIC) and knowledge-based dynamic capability (KBDC) and the moderating effect of knowledge sabotage behavior (KSB) on mediators’ relationship with PS. Design/methodology/approach Survey data were collected from 467 employees working on projects in software companies and analyzed using partial least squares structural equation modeling in SmartPLS 4. Findings The study revealed a significant impact of SL on PS with the significant mediating role of KIC and KBDC in the relationship between SL and PS. The study found an insignificant moderating role of KSB on the relationship of the study mediators (KIC and KBDC) with PS. Originality/value This research is one of the first to examine the impact of SL on PS by incorporating KIC and KBDC as mediators between SL and PS and KSB as a moderator between KIC and PS and KBDC and PS.

Objetivo do estudo: analisar a relação entre recursos e eficiência em unidades prisionais de regime fechado, sob a perspectiva da Visão Baseada em Recursos (VBR). Metodologia/abordagem: empregou-se dados do SISDEPEN para proposição de indicadores, validados por Juízes Especialistas, para mensuração dos recursos disponíveis (inputs) e produtos (outputs) da prestação de serviços prisionais, visando aferir a eficiência e verificar a relação entre os recursos estrategicamente relevantes (variáveis independentes) e a eficiência (variável dependente) dessas unidades, por meio da análise envoltória de dados (DEA) e da análise de regressão múltipla. Originalidade/relevância: apresenta proposta de reinterpretação de conceitos da VBR e de adaptação do modelo analítico VRIO para aplicação a um contexto não-competitivo, além de afirmar a necessidade de ponderação no uso de teorias de estratégia da área privada nesse contexto. Principais resultados: a análise pelo modelo analítico VRIO combinada com os resultados da regressão múltipla evidencia que o recurso Humano é significativo para eficiência das unidades prisionais, mas que recursos descritos como essenciais para políticas públicas prisionais como Capacidade, Saúde, Educação e Laboral não se mostraram significativos para a eficiência. Contribuições teóricas/metodológicas: valida o uso da VBR para o setor público e apresenta proposta de reinterpretação de conceitos da VBR e de adaptação do modelo analítico VRIO para aplicação a um contexto não-competitivo como da Administração Pública. Contribuições sociais/ para a gestão: propõe indicadores validados por Juízes Especialistas para avaliação de políticas públicas prisionais e corrobora a análise DEA para a Administração Pública.

This research aims to determine the impact of project planning on project success using a resource-based view and social exchange theory concepts. This study investigated the role of risk management and safety climate as mediators in the link between project planning and project success. Data was gathered from 263 team members in Pakistan's construction industry. This study employed partial least squares structural equation modelling based on Smart-PLS to validate the direct and mediated effects. The data suggests that project planning has a positive and considerable influence on project success. Furthermore, the findings confirm that risk management and safety climate mediate the association between project planning and project success. Empirical research on the connection between project planning and project success in developing countries is lacking. This study makes an important contribution to the field of construction industry project management by proving that project planning influences project success, with risk management and the safety climate mediating the link. This is one of the first studies to investigate the interactions among project planning, project success, risk management, and safety climate.

This study explores the role of Entrepreneurial Leadership (EL) in driving Project Success (PS), with a focus on the mediating effects of Intellectual Capital (IC), Knowledge Sharing (KS), Big Data Analytics (BDA), and Innovation Performance (IPF). The study integrates the Resource-Based View (RBV) and Dynamic Capability Theory (DCT) to explain the relationships among these factors. Using RBV, the paper demonstrates that EL enhances PS by fostering the development of valuable internal resources, such as human, relational, and structural capital. DCT is applied to explain how EL drives dynamic capabilities, enabling organizations to adapt to changing environments and innovate. The research further examines how IC, KS, BDA, and IPF mediate the relationship between EL and PS, highlighting their critical roles in improving decision-making, collaboration, and performance. A combination of Importance-Performance Map Analysis (IPMA), Necessary Condition Analysis (NCA), and Bottleneck Analysis is used to evaluate the relative importance of these constructs and identify thresholds for achieving optimal project outcomes. The findings suggest that improving EL and IC, with support from BDA and IPF, provides a strategic framework for organizations seeking to enhance project success. The study contributes to the literature by offering empirical insights into how dynamic capabilities and intellectual resources contribute to PS and provides actionable implications for leadership development in organizations. Future research could further explore the interaction effects of these constructs and their application across different industries and geographical contexts.

The project manager’s leadership style is crucial in sustainable project outcomes in the current dynamic and complex project management environment. This paper aims to examine the role of servant leadership (SL) in project success (PS) with the mediating role of team cohesion (TC). Further, the study examines the moderation mediation model with top management support (TMS) as a moderator between SL and team cohesion. To achieve these objectives, a cross-sectional quantitative research design using a structured survey administered among project professionals in the construction sector was employed. The hypothesized relationship was assessed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The structural model shows that SL significantly and positively affects PS. Further, team cohesion mediates this relationship, emphasizing that servant leaders significantly enhance project outcomes through team cohesiveness and a collaborative work environment. Finally, the role of TMS in moderating the positive impact of SL and team cohesion demonstrates that in the presence of TMS, the effect of team cohesion is more substantial on project outcomes. Findings advance theoretical contributions in extending the theories of Leader-Member Exchange (LMX) and Resource Based View (RBV) in project management. The findings offer practical and managerial implications suggesting that SL practices in conjunction with strong TMS lead to enhanced team cohesion and better project performance.

The resource-based view, signaling, and behavioral perspectives focus on different theoretical mechanisms through which human capital and the behavioral characteristics of nascent entrepreneurs, in combination with insider and outsider financing, may influence the emergence of new ventures. This work tests the relative explanatory power of these different theoretical perspectives. We estimate a mediation model to disentangle the direct effect of nascent entrepreneur personal characteristics on new firm creation from their indirect effects, mediated by the amount of insider financing committed to new ventures and access to greater outsider financing. Our empirical results are based on data from the Panel Study of Entrepreneurial Dynamics (PSED II) and improve our understanding of the drivers of new firm creation and their underlying mechanisms. Our findings support the resource-based view and the behavioral perspective in our sample of nascent entrepreneurs, but do not provide evidence of the signaling perspective.

Suppliers are increasingly being involved in interorganizational new product development (NPD) teams. Successful management of this involvement is critical both to the performance of the new product and to meeting the project's goals. Yet the transfer of knowledge between buyer and supplier may be subject to varying degrees of causal ambiguity, potentially limiting the effect of supplier involvement on performance. Understanding the dynamics of causal ambiguity within interorganizational product development is thus an important unanswered empirical question. A theoretical model is developed exploring the effect of supplier involvement practices (supplier involvement orientation, relationship commitment, and involvement depth) on the level of causal ambiguity experienced within interorganizational NPD teams, and the subsequent impact on time to competitor imitation, new product advantage, and project performance. The model also serves as a test of the paradox that causal ambiguity both inhibits imitation by competitors, but adversely affects organizational outcomes. Survey data collected from 119 research and development‐intensive manufacturing firms in the United Kingdom largely support these hypotheses. Results from structural equation modeling show that supplier involvement orientation and long‐term relationship commitment lower causal ambiguity within interorganizational NPD teams. The results also shed light on the causal ambiguity paradox showing that causal ambiguity during interorganizational NPD decreases both product and project performance, but has no significant effect on time to competitor imitation. Instead, competitor imitation is delayed by the extent to which the firm develops a new product advantage within the market. A product development strategy based upon maintaining interfirm causal ambiguity to delay competitor imitation is thus unlikely to result in a sustainable competitive advantage. Instead, managers are encouraged to undertake supplier involvement practices aimed at minimizing the level of knowledge ambiguity in the NPD project, and in doing so, improve product and project‐related performance.

PurposeAcademic dialogue related to ‘organizational performance’ in strategic management has primarily centred around the industrial organization theory (IO) and resource-based view (RBV). Both perspectives, though conceptually dialectic, have served as primary competing theories governing research studies in the domain of strategic management. However, the confluence of these theoretical perspectives has not been adequately explored to advance a shared view of competitive advantage. This study aims to explore the likelihood of embedded commonalities between RBV and IO.Design/methodology/approachA bibliometric analysis was conducted to visualize the intellectual map of studies and knowledge development encompassing these theories. This was followed by a comprehensive literature review to understand how the business environment (BE) and organizational capabilities have contributed towards attaining competitive advantage.FindingsThis study established that connecting the intellectual boundaries of these theoretical perspectives would facilitate better comprehension of the processes and outcomes in organizations. Integrating the knowledge emerging out of this methodological blend, a convergence framework connecting the intellectual boundaries of both theories was presented.Practical implicationsThe framework that emerged from this study would help in better understanding of organizational behaviour from a dual theoretical lens. It would also motivate future studies to consider RBV and IO as complementary theories rather than the current narrative of competing theories.Social implicationsThis study added to the efforts to achieve equilibrium between the BE and internal capabilities of organizations so as to maximize positive social externalities.Originality/valueThis study contributed to the limited attempts to leverage shared knowledge from a dual perspective using a comprehensive literature review in sequential combination with bibliometric analysis.

Integrating resource-based and market-based views in the fisheries industry – CEO perspectives

This study was carried out in a case study approach with intended research focus of examining the impact of the intangible resources and tangible resources on the growth of the seed industry in Malaysia. The strategic management of food security in Malaysia became the main concern in this study. It is clear that food security has become an important focus and widely debated issue built on four dimensions; food availability, food stability, food accessibility and food utilization. In the Resource-Based View (RBV) perspective, the focus has been directed towards business start-up as a resource acquisition process, where the availability of unique resources is presumed to promote industry development. The findings revealed that a focus on both tangible and intangible resource development that includes, funds, land, technology, a skilled workforce, policy and brands reputation is likely to generate the most growth within the seed industry. In addition, firms with valuable resources stand a better chance of growth but due to some limitations, government supports are needed, particularly on intangible resources. The resource-based view (RBV) of the firm suggests that positive competitive outcomes are largely attributable to an organizations’ idiosyncratic resources. Hence, this study will help to link and identify the capabilities of both tangible and intangible resouces to fullfill RBV requirements in order to develop more effective support system for seed industry in Malaysia.

PurposeThe purpose of this study is to enhance the existing enterprise risk-management (ERM) theory by introducing both a resource-based view and a dynamic capability perspective. These strategic management concepts might resolve several theoretical shortcomings in the field of risk management. The concept of risk-management capabilities is proposed as an explanation of a firm’s risk resilience.Design/methodology/approachThis paper is conceptual in nature. For illustrative purposes, the paper refers to practical examples.FindingsFirst, the resource-based view provides a framework that helps to set priorities in risk management. Second, the dynamic capability perspective illustrates how firms can handle unforeseen events. Third, it is proposed that dynamic capabilities are needed to allow a constant reassessment of the impact of specific resources and, consequently, of ERM priorities. Fourth, a risk-management capability, as an integral part of a dynamic capability, allows firms to develop risk resilience in turbulent environments.Research limitations/implicationsThis paper develops an enhanced framework for ERM within specific boundary conditions. It shows how priorities at the strategic level are to be set, and how these priorities influence the operational level of risk management.Practical implicationsThe framework provides clear guidelines on setting priorities in ERM and implementing a risk-management process within firms.Originality/valueThis study contributes to the theoretical literature on ERM by enhancing it through a new framework. The resource-based view and dynamic capability perspective benefit through insights from risk-management literature.

Purpose This study aims to investigate how smart working (SW) environments influence project success (PS) by analyzing the mediating roles of workforce agility (WA) and information system (IS) success, drawing on sociotechnical systems theory, the resource-based view and the DeLone and McLean IS success model. Design/methodology/approach A quantitative study was conducted among 198 employees at the Italian branch of a leading global consulting firm, using a randomized sampling approach within a population of approximately 11,000 employees and a validated survey design controlling for common method bias. Data were analyzed using structural equation modeling to test a comprehensive model encompassing 24 hypotheses derived from established frameworks. Findings The results confirm 23 out of 24 hypotheses, offering nuanced insights into the interplay between digital infrastructure and human agility. IS success – particularly through user satisfaction – exhibits a consistently positive effect on all PS dimensions. WA dimensions show differentiated effects: proactivity and resiliency positively impact PS, while adaptability exhibits a paradoxical influence – negatively affecting PS directly but positively when mediated by IS. Research limitations/implications The study is based on data from a single organizational context within the consulting sector, which may limit its generalizability. Future research should include cross-sectoral samples and longitudinal designs to validate causal inferences. Practical implications Organizations should invest in user-centered IS infrastructure while strategically recruiting and developing employees with high levels of proactivity and resiliency. Adaptability should be managed carefully, as its effects are context-dependent. These findings provide a framework for aligning human capital and technology in SW settings to enhance project performance. Originality/value This study introduces a novel integrative model linking SW, IS success and WA to PS. By reconceptualizing PS as a multidimensional outcome shaped by socio-digital interactions, it bridges gaps between traditionally isolated research domains and contributes new empirical evidence to the field of project management in digital work contexts.