We address current criticisms of the RBV (oversight of dynamism, environmental contingencies, and managers' role) by linking value creation in dynamic environmental contexts to the management of firm resources. Components of the resource management model include structuring the resource portfolio; bundling resources to build capabilities; and leveraging capabilities to provide value to customers, gain a competitive advantage, and create wealth for owners. Propositions linking resource management and value creation are offered to shape future research.

The appropriate resources are necessary but insufficient to achieve a competitive advantage. Resources must also be managed effectively. Herein, we develop a resource management process model composed of three components that can lead to a competitive advantage. These components include the resource inventory (evaluating, adding, and shedding), resource bundling, and resource leveraging. We examine resource management in family firms and thus explore the unique characteristics of five resources and attributes of family firms that provide potential advantages over nonfamily firms. The resources are human capital, social capital, patient capital, survivability capital, along with the governance structure attribute.

In this article, the authors discuss how an emerging research stream, which they term resource orchestration, has the potential to extend the understanding of resource-based theory (RBT) by explicitly addressing the role of managers' actions to effectively structure, bundle, and leverage firm resources. First, the authors review this emerging stream by comparing two related frameworks, resource management and asset orchestration. This comparison leads to their integration, which enables a more precise understanding of managers' roles within RBT. Then the authors discuss what is known and what remains to be known about resource orchestration. This leads to in-depth reviews of three areas where research on resource orchestration can be used to extend RBT. These areas are (1) breadth (resource orchestration across the scope of the firm), (2) life cycle (resource orchestration at various stages of firm maturity), and (3) depth (resource orchestration across levels of the firm). They close with a discussion of future research that will extend resource orchestration and contribute to a more robust RBT.

We develop and extend social capital theory by exploring the creation of organizational social capital within a highly pervasive, yet often overlooked organizational form: family firms. We argue that family firms are unique in that, although they work as a single entity, at least two forms of social capital coexist: the family's and the firm's. We investigate mechanisms that link a family's social capital to the creation of the family firm's social capital and examine how factors underlying the family's social capital affect this creation. Moreover, we identify contingency dimensions that affect these relationships and the potential risks associated with family social capital. Finally, we suggest these insights are generalizable to several other types of organizations with similar characteristics.