An empirical explanation of the natural-resource-based view of the firm

Abstract

To date, the natural-resource-based view has been an abstract phenomenon, primarily used by academics to explain competitive sustainable operations. This paper attempts to go beyond this, responding to the need for an explanation of the practical existence of the four natural-resource-based view resources in industry. Assuming a critical realist qualitative approach, in-depth interviews with sustainability experts in UK agri-food are undertaken. Findings demonstrate the existence of pollution prevention, product stewardship, and clean technologies and align with Hart’s conceptualization of sustainability as competitive resources. Whilst the fourth resource, the base of the pyramid, cannot be empirically verified, the fifth resource of local philanthropy is uncovered and contributes to the growing body of knowledge surrounding competitive social sustainability. Findings also challenge the hierarchal presentation of the natural-resource-based view to implicate a more cyclical uptake. Thus, in offering the first empirical explanation of the natural-resource-based view, this paper overcomes a theory-practice gap to elucidate the feasibility, orchestration, and value of resources in competitive and sustainable operations.

Keywords:

• Natural-resource-based view
• sustainable operations
• competitiveness

Disclosure statement

No potential conflict of interest was reported by the authors.

Additional information

Notes on contributors

Natalie McDougall

Natalie McDougall is a lecturer in Fashion Marketing at Glasgow Caledonian University. Prior to her appointment at Glasgow Caledonian University she held both teaching and research roles in the Department of Marketing, University of Strathclyde. Natalie's research interests are focused in supply chain management, and focus on topics of sustainability, competitiveness and innovation. Natalie engages with industry, and is particularly interested in the sectors of food and fashion. Her current research projects surround maximising and measuring competitive sustainability in the supply chain, closed-loop supply chain management and expansion into emerging markets.

Beverly Wagner

Beverly Wagner is Professor of Innovation and Supply Chain Management at the University of Strathclyde. She is pioneering open innovation implementation in Scotland as the principal investigator on two Open Innovation Initiatives, supported by Scottish Enterprise. She is a certified SCRUM Master and Design Sprints Facilitator, with extensive expertise in supply chain management and innovation. She has been involved in research into formation and implementation of partnering and business alliances in the Drinks and Packaging sector, Microelectronics and the Oil and Gas Industries. Additionally, she is Deputy Head of Department and Director of Department of Marketing's five Postgraduate Masters Programmes.

Jill MacBryde

Jill MacBryde is Professor of Innovation and Operations Management at Strathclyde University. She is recognised for her work on operations management in changing environments, performance improvement and innovation. Previously she held appointments at York University, where she was Deputy Dean at the York Management School. She is currently leading a project investigating productivity within manufacturing firms. Other projects include police process improvement, sustainability in the brewing industry, and exploring Brexit in local food chains. Jill currently leads the Innovation and Entrepreneurship theme within Strathclyde University and is Director of Research in the Department of Design, Manufacturing and Engineering Management.