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The objective of this paper was to present a dynamic resource orchestration framework as a source of organizational resilience through blended orchestration of the firm's dynamic and static resources to generate sustained value during disruptive shocks. We adopted an integrative literature review methodology and proposed a dynamic resource orchestration framework as a managerial option to create and sustain firm value. Conceptually, a dynamic resource orchestration framework was presented as the integration of firm resources and managerial capability. We proposed dynamic resource orchestration as a model input impacting organizational resilience through the combined effects of resource accumulation, resource orchestration, and managerial capabilities. Through a thorough examination of the literature production anchored on dynamic capabilities framework and organizational resilience, we advanced a perspective that the ultimate source of combined firm resilience and sustainable competitive advantage does not necessarily accrue from the resources at a firm's disposal but by how management dynamically blends and orchestrates the existing resources, thereby creating an optimal source of capability. Our proposed conceptualization was based on the assumption that dynamic capabilities are part of firm resources and, therefore, strategic orchestration of dynamic capabilities leads to superior firm resourcefulness and consequential sustained resilience. We identified gaps and proposed directions for future research.

Dynamic Capabilities View (DCV) has an illustrious history of shaping strategic management thinking. However, with the increased frequency of systemic disruption episodes, alternative postulations emerge that promise a more robust explanation for organisational sustainability. The Dynamic Resource Orchestration View (DROV) is the latest evolution in theory development, extending the Dynamic Resource-Based View (DRBV). As a framework, it elevates leadership strategy as a superordinate resource, with dynamic resource orchestration, rather than resource base, as the differentiating factor that sets resilient organisations apart in systemic disruptions. The present study utilised the lenses of DROV to mine the perspectives of 13 Kenyan ex-bankers on dynamic resource orchestration at the intersection of strategy-induced organisational resilience. The results provided empirical validation of the robustness of DROV in explaining strategy-induced organisational resilience, with dynamic resource orchestration as a source of differentiation for sustainable competitive advantage (SCA). The study has effectively contributed to strategic management scholarship by underscoring the critical role of leadership strategy, decisions and actions in the organisational resilience– SCA equation. It has also highlighted the attributes that characterise high-resilience organisations (prospering or capitalising organisations), moderate-resilience organisations (surviving organisations) and low-resilience organisations (struggling organisations). A conceptual illustration for deepening research on the novelty, dimensionality and utility of DROV is provided

Small and medium enterprises are major players in the competition and growth of economies. They have been accelerating changes towards achieving Burundi’s vision 2025. Even so, they have experienced numerous challenges which hinder their performance. Those obstacles can be improved by adopting entrepreneurial innovation as a strategy. The focus of this paper was to examine how entrepreneurial innovation affects the performance of small and medium enterprises in Bujumbura, Burundi. The resource-based view and dynamic capability theory were the main theories. This study used positivism as a research philosophy. An explanatory research design was employed on a sample size of 164 small and medium enterprises selected from the target population of 279 small and medium enterprises in Bujumbura, Burundi. The study found that process, organizational, and market innovation all had a significant effect on the performance of small and medium enterprises, while product innovation had no effect. The study recommends that small and medium business owners and managers should focus their efforts on establishing entrepreneurial innovation such as process, organizational, and market innovation to improve their performance and acquire a long-term competitive edge.

This paper examines the Resource-Based View (RBV) and the Theory of Firm Heterogeneity to clarify their theoretical boundaries and enhance their explanatory power. It addresses key limitations of RBV, including endogeneity, tautological reasoning, and limited attention to contextual influences, and examines how digital technologies and artificial intelligence (AI) reshape strategic resources and firm heterogeneity. The study employs a systematic review of the strategic management literature. It synthesises the core assumptions of RBV with insights from firm heterogeneity, evolutionary theory, and capability-based perspectives to assess how internal resources, contextual factors, and technological capabilities shape competitive advantage. The review indicates that RBV and the Theory of Firm Heterogeneity provide complementary explanations of persistent performance differences among firms. Competitive advantage depends not only on heterogeneous resources but also on firms' ability to adapt, integrate, and deploy these resources in response to changing environmental and institutional conditions. Digital transformation and AI further amplify firm heterogeneity by creating differences in technological capabilities and innovation capacity. The paper advances the strategic management literature by integrating RBV with the Theory of Firm Heterogeneity, offering a more comprehensive explanation of sustained competitive advantage. It demonstrates how digital technologies and AI reshape strategic resources and identifies future research opportunities in contextual influences, capability development, and technology-driven competitive advantage.

The study focused on assessing how the level of adoption of four Absorptive Capacity(AC)  dimensions as a driver of strategic technological change has contributed to sustainable performance of firms operating in the insurance sector  in Kenya. The conceptualization of the study was informed by the postulates of three theoretical frameworks; the Model of Absorptive capacity, Resource Based View( RBV) and Knowledge Based view (KBV)  with four hypotheses testing the effect of each of the four dimensions of AC on sustainable performance of the insurance firms. A descriptive survey design was adopted to obtain data from a target sample of 224 respondents representing heads of units actively involved in roles associated with AC in  56 Insurance firms. The study registered a response rate of 83% with the respondents demonstrating demographic characteristics indicating adequate industry work experience and education levels. The dimensions of Absorptive Capacity aligning to strategy implementation and strategic choice were adopted to a higher extent compared to those aligning to strategic thinking aspects touching on strategy formulation. Though all the four dimensions had a significant positive effect on sustainable performance, those aligning towards strategic choice and implementation had a higher effect on sustainable performance than those aligning towards strategic thinking. The study concluded that the four dimensions of AC are suitable drivers of strategic technological change in the manner in which their attributes  speak to the three strategic management processes of strategic planning(formulation), choice and implementation. The study calls on future research to extend the implications of the findings reported by providing more plausible explanations to the dilemmas revolving around the low adoption of the AC dimensions aligning towards strategic thinking and its subsequent effect on sustainable performance using objective data on the dimensions of AC.

This paper examines the Resource-Based View (RBV) and the Theory of Firm Heterogeneity to clarify their theoretical boundaries and enhance their explanatory power. It addresses key limitations of RBV, including endogeneity, tautological reasoning, and limited attention to contextual influences, and examines how digital technologies and artificial intelligence (AI) reshape strategic resources and firm heterogeneity. The study employs a systematic review of the strategic management literature. It synthesises the core assumptions of RBV with insights from firm heterogeneity, evolutionary theory, and capability-based perspectives to assess how internal resources, contextual factors, and technological capabilities shape competitive advantage. The review indicates that RBV and the Theory of Firm Heterogeneity provide complementary explanations of persistent performance differences among firms. Competitive advantage depends not only on heterogeneous resources but also on firms' ability to adapt, integrate, and deploy these resources in response to changing environmental and institutional conditions. Digital transformation and AI further amplify firm heterogeneity by creating differences in technological capabilities and innovation capacity. The paper advances the strategic management literature by integrating RBV with the Theory of Firm Heterogeneity, offering a more comprehensive explanation of sustained competitive advantage. It demonstrates how digital technologies and AI reshape strategic resources and identifies future research opportunities in contextual influences, capability development, and technology-driven competitive advantage.

The study focused on assessing how the level of adoption of four Absorptive Capacity(AC)  dimensions as a driver of strategic technological change has contributed to sustainable performance of firms operating in the insurance sector  in Kenya. The conceptualization of the study was informed by the postulates of three theoretical frameworks; the Model of Absorptive capacity, Resource Based View( RBV) and Knowledge Based view (KBV)  with four hypotheses testing the effect of each of the four dimensions of AC on sustainable performance of the insurance firms. A descriptive survey design was adopted to obtain data from a target sample of 224 respondents representing heads of units actively involved in roles associated with AC in  56 Insurance firms. The study registered a response rate of 83% with the respondents demonstrating demographic characteristics indicating adequate industry work experience and education levels. The dimensions of Absorptive Capacity aligning to strategy implementation and strategic choice were adopted to a higher extent compared to those aligning to strategic thinking aspects touching on strategy formulation. Though all the four dimensions had a significant positive effect on sustainable performance, those aligning towards strategic choice and implementation had a higher effect on sustainable performance than those aligning towards strategic thinking. The study concluded that the four dimensions of AC are suitable drivers of strategic technological change in the manner in which their attributes  speak to the three strategic management processes of strategic planning(formulation), choice and implementation. The study calls on future research to extend the implications of the findings reported by providing more plausible explanations to the dilemmas revolving around the low adoption of the AC dimensions aligning towards strategic thinking and its subsequent effect on sustainable performance using objective data on the dimensions of AC.

Abstract Resources and capabilities in SMEs are only advantageous when the SMEs have the potential to execute the right strategies and processes. SMEs must analyze their business environments and understand the resources available to operate efficiently and effectively and achieve a sustained performance. This study is the subject of the influence of valuable resources on performance of SMEs. This study used a cross-sectional survey design. The target population for this study comprised of 121, 680 SMEs. The research used stratified random sampling technique. The  sample size of this study was 399 SMEs. A structured questionnaire was used to collect data. Findings showed that there was a positive significant correlation between valuable resource and SMEs performance (r=.270; p<.01). According to the linear regression analysis valuable resources account for 7.3% of SMEs performance. According to the regression coefficients, one-unit increase in valuable resources improved SMEs performance by 0.269 units (? = 0.269). The t-statistics results showed that t = 4.778, p<0.05. Therefore, there was enough evidence to reject the null hypothesis and conclude that valuable resources have a statistically significant influence on SMEs Performance. The study concluded that valuable resource has a significant relationship with SMEs Performance. Valuable resources have a statistically significant influence on SMEs Performance. Increasing valuable resources in an SMEs will help the enterprise register higher performance. Key Words: Organizational Resources, Valuable Resources, Performance

The objective of this study was to investigate the impact of capital mobilization on the operational outcomes of medium-sized hotels located in urban areas of Kenya. The research was grounded in the framework of dynamic capability theory. The study employed a pragmatic research paradigm that utilized mixed methodologies and employed a contemporaneous triangulation research methodology. The sample consisted of 534 medium-sized hotels. The researchers employed a stratified random sampling methodology to ascertain a sample size of 229 hotels. The research was grounded in the theoretical framework of the natural resource-based perspective. In order to examine the goal hypothesis, the researchers calculated the beta coefficient and conducted a t-test to assess the association between capital mobilization and the performance of medium hotels in Kenya. The significance level for this test was set at 5%. The null hypothesis was rejected based on the statistically significant estimated beta value (0.698, p = 0.000), indicating a confirmed substantial association between capital mobilization and the performance of medium hotels in urban areas of Kenya. The performance of a firm is influenced by the amalgamation of employees' knowledge and abilities, which are integrated through various processes and procedures. This integration not only shapes the structure of the organization but also facilitates the generation of value. The study suggests that it would be beneficial to focus on implementing lean-green practices during capital growth, as these practices have been shown to align with improved performance. Additionally, it is recommended to place greater emphasis on incorporating the concept of 5S into entrepreneurship courses at all levels of education.

Dynamic Capabilities View (DCV) has an illustrious history of shaping strategic management thinking. However, with the increased frequency of systemic disruption episodes, alternative postulations emerge that promise a more robust explanation for organisational sustainability. The Dynamic Resource Orchestration View (DROV) is the latest evolution in theory development, extending the Dynamic Resource-Based View (DRBV). As a framework, it elevates leadership strategy as a superordinate resource, with dynamic resource orchestration, rather than resource base, as the differentiating factor that sets resilient organisations apart in systemic disruptions. The present study utilised the lenses of DROV to mine the perspectives of 13 Kenyan ex-bankers on dynamic resource orchestration at the intersection of strategy-induced organisational resilience. The results provided empirical validation of the robustness of DROV in explaining strategy-induced organisational resilience, with dynamic resource orchestration as a source of differentiation for sustainable competitive advantage (SCA). The study has effectively contributed to strategic management scholarship by underscoring the critical role of leadership strategy, decisions and actions in the organisational resilience– SCA equation. It has also highlighted the attributes that characterise high-resilience organisations (prospering or capitalising organisations), moderate-resilience organisations (surviving organisations) and low-resilience organisations (struggling organisations). A conceptual illustration for deepening research on the novelty, dimensionality and utility of DROV is provided