Supply Chain Resources: Advancing Theoretical Foundations and Constructs

• DOI: http://doi.org/10.1111/jscm.12054
• Published date: 01 July 2014
• Author: Terry L. Esper,T. Russell Crook
• Date: 01 July 2014

EDITORIAL

SUPPLY CHAIN RESOURCES: ADVANCING THEORETICAL

FOUNDATIONS AND CONSTRUCTS

TERRY L. ESPER

University of Arkansas

T. RUSSELL CROOK

University of Tennessee

Researchers have increasingly drawn on theories of resources to explain a

variety of firm and supply chain outcomes. The concept of resources has

become so important that it is now foundational to a large and growing

body of supply chain research. In this introduction to the Special Topic

Forum on Resources and Supply Chain Management, we provide some

background on the concept of resources and recent theoretical advance-

ments on why resources are important in the context of supply chains. We

also offer some ways to advance theory related to resources in the supply

chain management research. A key implication is that future supply chain

management research must examine more granular issues regarding the

management and allocation of supply chain resources.

Without question, the concept of “Resources” has

emerged as a foundational aspect of supply chain

management (SCM) knowledge and research inquiry.

Perhaps the most apparent manifestation of this fun-

damental role of resources is the use of resource theo-

ries (particularly the resource-based view [RBV]), to

ground and develop SCM research (Barney, 2012). A

review of theories utilized in research in leading SCM

journal outlets revealed that the RBV was the second

most used theory in SCM research over the 6-year

period of 2004–2009 (Defee, Williams, Randall &

Thomas, 2010). Moreover, recent research in JSCM

has further underscored the importance of resources,

with particular emphasis on academic debate regard-

ing the use of the RBV as a robust explanation for

SCM phenomena (Barney, 2012; Hunt & Davis, 2012;

Priem & Swink, 2012). This Special Topic Forum picks

up where that series of JSCM articles left off.

Most SCM research that has emphasized the concept

of resources has focused on procurement, logistics,

operations, and overall supply chain management

capabilities as key drivers of performance. As such, the

primary thrust has been to investigate how effective

supply chain resources can be leveraged to enhance

firm and supply chain performance. In doing so, there

has been a strong focus on supply chain effectiveness

and how this is linked to sustainable competitive dif-

ferentiation (Barney, 2012). JSCM has been particularly

relevant in establishing this dialogue, having published

the largest body of SCM research grounded in theories

of competition, like the RBV (Defee et al., 2010).

According to the RBV, competitive advantage is

gained by a firm when it exploits its internal resources

and capabilities that are valuable, not widely held,

and challenging to imitate or substitute by other firms

(Barney, 1991). In other words, firms seeking posi-

tional advantage in the marketplace should identify

the resources that will likely result in competitive dif-

ferentiation then develop capabilities that effectively

leverage the opportunity (Day & Wensley, 1988).

Thus, the RBV posits that high-performing firms are

those that can effectively combine, access, develop,

and utilize strategic resources that are valuable, rare,

and difficult to imitate (Sirmon, Hitt & Ireland,

2007). Such resources may be tangible in nature, such

as people, cash, and equipment, or intangible, such as

processes, information, organizational routines, val-

ues, and culture (Boddewyn & Brewer, 1994; Crook,

Ketchen, Combs & Todd, 2008).

In line with this, a significant body of work has

explored the extent to which SCM can serve as an

adequate capability and resource to drive competitive

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