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��ࡱ�>�� bd����a��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������u �r�(bjbj�n�n2<��a��a �������""������������8�<5�doliiiii}}}�n�n�n�n�n�n�n$�p��s< o�}}}}} o��ii4oqqq}r�i�i�nq}�nqqqi����`��-��������q�n4o0doq�s�r�sqqf0�s��k}}q}}}}} o oq }}}do}}}}���������������������������������������������������������������������s}}}}}}}}}"q s: strategic management journal volume 44, issue 6, june 2023 1. title: renewing the resource-based view: new contexts, new concepts, and new methods authors: constance e. helfat, aseem kaul, david j. ketchen jr., jay b. barney, olivier chatain, harbir singh abstract: the resource-based view is an enduring and impactful mainstay of research within strategic management and beyond. this editors' introduction to the special issue on �new directions for the resource-based view� accomplishes two main tasks. first, we describe the contributions offered by the seven articles contained in the special issue. second, we explain the potential value to research of incorporating into resource-based inquiry new contexts (artificial intelligence and digitization, distributed organizations, and stakeholders and sustainability); new concepts (resource redeployment, market shaping through resources and capabilities); and new methods (text analysis and machine learning, formal models, policy capturing). the overall aim of this introduction is to help invigorate the resource-based view by spotlighting a series of promising new directions. 2. title: hyperspecialization and hyperscaling: a resource-based theory of the digital firm authors: gianluigi giustiziero, tobias kretschmer, deepak somaya, brian wu abstract: digital firms tend to be both narrow in their vertical scope and large in their scale. we explain this phenomenon through a theory about how attributes of firms' resource bundles impact their scale and specialization. we posit that highly scalable resource bundles entail significant opportunity costs of integration (vs. outsourcing), which simultaneously drive �hyperspecialization� and �hyperscaling� in digital firms. using descriptive theory and a formal model, we develop several propositions that align with observed features of digital businesses. we offer a parsimonious modeling framework for resource-based theorizing about highly scalable digital firms, shed light on the phenomenon of digital scaling, and provide insights into the far-reaching ways that technology-enabled resources are reshaping firms in the digital economy. 3. title: artificial intelligence and the changing sources of competitive advantage authors: sebastian krakowski, johannes luger, sebastian raisch abstract: we apply a resource-based view to investigate how the adoption of artificial intelligence (ai) affects competitive capabilities and performance. following prior work on using chess as a controlled setting for studying competitive interactions, we compare the same players� capabilities and performance across conventional, centaur, and engine chess tournaments. our analysis shows that ai adoption triggers interrelated substitution and complementation dynamics, which make humans� traditional competitive capabilities obsolete, while creating new sources of persistent heterogeneity when humans interact with chess engines. these novel human-machine capabilities are unrelated, or even negatively related, to traditional capabilities. we contribute an integrated view of substitution and complementation, which identifies ai as the driver of these dynamics and explains how they jointly shift the sources of competitive advantage. 4. title: unpacking the �o� in vrio: the role of workflow interdependence in the loss and replacement of strategic human capital authors: jongsoo kim, richard makadok abstract: an underresearched and undertheorized factor in the resource-based view's vrio acronym is the �o�: organizational deployment. exploiting a rule change that exogenously shifted the workflow interdependence of nba basketball teams, we examine how the benefit provided by a resource depends upon the way it is deployed in an organization's workflow. we also examine how workflow interdependence influences the relative effectiveness of two capabilities for obtaining resources�external acquisition versus internal development. we find that losing star players is more damaging under conditions of greater pooled interdependence and that external acquisition capabilities are more effective for mitigating this damage. conversely, we find that losing non-star players is more damaging under conditions of greater reciprocal interdependence and that internal development capabilities are more effective for mitigating this damage. 5. title: value, rent, and profit: a stakeholder resource-based theory authors: j. w. stoelhorst abstract: this article goes back to first principles to develop a stakeholder resource-based theory grounded in a team production view of the firm. first, the firm is conceptualized as a governance structure to facilitate stakeholder cooperation in team production and innovation. second, value creation, value appropriation, rent, and profit are defined in ways that explicitly acknowledge the collective and dynamic nature of value creation. the resulting framework is used to explain how economic profit and stakeholder payments emerge in the interplay of value creation and appropriation. one fundamental insight is that above normal returns to shareholders result from their (privileged) position in governance structures, as opposed to a competitive market logic. implications for resource-based theory and the notion of shareholder primacy are discussed. 6. title: resource origins and search authors: teppo felin, stuart kauffman, todd zenger abstract: the search for new resources is costly and difficult within the resource-based view. because search is costly, a common prescription is for firms to focus on their endowments�the resources they already possess. however, is there a way for firms to somehow find value amongst the �vast reservoirs� of external resources? we review existing forms of resource search and then suggest an alternative. extending arguments from biology, we develop the idea of a firm-specific search image and highlight how search images can reveal resources not obvious to others. the search image notion speaks to how firms might uniquely identify dormant resources, even in seemingly efficient factor markets. we conclude with a discussion of how our arguments pertain to the resource-based view and the origins of resources. 7. title: strategic resource decay authors: reha karadag, laura poppo abstract: the isolating mechanisms of strategic resources ensure their robustness against external factors. however, resources are also internally dynamic: natural resources are depleted, employees retire, and patents expire. we develop a theoretical framework about the limitations to the sustainability of resource-driven competitive advantage and posit that most strategic resources endogenously lose their value-creating potential due to two factors, time and deployment, through what we label �strategic resource decay.� our typology links resource characteristics to the mechanisms of decay and replenishment. we then examine the relationship between strategic resource decay and firm performance and explore its boundary conditions. we conclude that the firm can mitigate the negative effects of decay if it synchronizes its resource management actions with the temporal properties of its strategic resources. 8. title: a formal framework for the rbv: resource dynamics as a markov process authors: phebo d. wibbens abstract: this article introduces a formal framework for long-term resource dynamics under uncertainty. firms' resource positions are identified with states in a stochastic markov process. two stylized examples implementing the framework illustrate how it can yield new strategic insights. one such insight is the attractiveness paradox. shorter-lived resources might seem less attractive for the simple reason that they will yield returns for a shorter time period. however, the model in this article shows that when accounting for the full competitive dynamics such seemingly less attractive resources can sometimes yield a more attractive investment opportunity. the ultimate goal of introducing the markov framework is to provide new directions for resource-based view research based on formal and simulation models, while retaining the verbal theory's richness and intuitive appeal.     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