RBV in a context of supply chain management

Abstract

The aim of this study was to evaluate the supply chain management (SCM), strategic management (SM), and resource-based view (RBV) as background to business performance (BP). The study, exploratory in nature, was divided into two phases, qualitative and quantitative. In the first phase, data from ten companies were collected, later processed by content analysis. In the second phase, there was a pre-test, with subsequent data collection from 125 national companies associated with technology, processed by structural equation modeling. The results indicated that SCM favors SM and that both SCM and SM benefit RBV, therefore increasing BP. However, SM does not influence BP positively. Thus, we concluded that, due to the competition in the supply chain, focal companies have adopted strategies to integrate and coordinate the processes of their sectors, such as production, purchase, sales, and logistics to meet the goals of business performance.

Exploring the Interconnectedness of Supply Chain Management Theories: A Literature Review

“…According to this theory, a firm's competitive advantage and better performance are based on its incomparable resources, also known as valuable, rare, inimitable, and nonsubstitutable (VRIN) resources [6]. These resources can be both tangible (like physical assets and financial resources) and intangible (like knowledge, skills, and company reputation) [35], [38]. RBV, on the other hand, is a theory of organization that focuses on the function of resources and capabilities in creating better performance and competitive advantage [38].…”

“…These resources can be both tangible (like physical assets and financial resources) and intangible (like knowledge, skills, and company reputation) [35], [38]. RBV, on the other hand, is a theory of organization that focuses on the function of resources and capabilities in creating better performance and competitive advantage [38]. RBV talks about how deploying and uniquely combining tangible and intangible resources, also called "capabilities," can give a business a longterm competitive edge.…”

Mediation effect of environmental performance in the relationship between green supply chain management practices, institutional pressures, and financial performance

“…RBV theory focuses on indispensable, rare, valuable, and non-sustainable firms' capabilities and resources to attain sustainable and competitive advantage in the form of environmental improvement (green and better quality products) and competitive financial performance (resources optimization) as compared to competing firms (Barney, 1991). Tangible assets and intangible assets both include the firm's important resources like GSCM practices, environmental and financial performances (Vitorino Filho and Moori, 2020). A temporary competitive advantage is provided by tangible resources because competitors can copy these resources easily.…”

Sustainable orientation and purchasing: what about a remanufactured component?

“…The RBV explains several performance aspects of supply chain management (Vitorino Filho and Moori, 2020). Items sourced from suppliers may be a source of competitiveness, which highlights the role of supplier development (Wagner, 2006).…”