Revisiting the resource-based view (RBV) theory: from cross-functional capabilities perspective in post COVID-19 period

Due to ever-changing business context, researchers and academicians revisit established theories to examine their validity underdifferent evolving scenarios. Therefore, this study aims to examine the cross-functional capabilities of the organizations by revisiting the resource-based view (RBV) theory, especially focusing on thepost-COVID-19 period. This study also investigates the moderating role of the organization strategic management ability and itsinfluence on the performance of the organizations. After reviewing existing literature and applying RBV theory, a theoretical model was developed conceptually. Later, the conceptual model was validated using the structural equation modeling (SEM) technique with a survey of 342 usable respondents from 21 organizations. The study found thatRBV theory is useful and relevant for explaining organization cross-functional capabilities even in the post-COVID-19 period. We found that cross-functional capabilities have positively impacted overall organization capability, which then positively influences organization performance. The study also found that there is apositive moderating impact of strategic management ability onorganization performance. © 2023 Informa UK Limited, trading as Taylor & Francis Group.

Corporate social responsibility in post COVID-19 period: critical modeling and analysis using DEMATEL method

Purpose: The purpose of this study is to identify the critical success factors (CSFs) of corporate social responsibility (CSR) in the post-COVID-19 period and to identify the cause–effect relationships amongst those CSFs. Design/methodology/approach: The success factors impacting CSR activities are identified based on inputs from 14 experts in the CSR domain. Thereafter, authors use a statistical approach to identify CSFs with inputs from useable respondents. Finally, the Decision-Making Trial and Evaluation Laboratory (DEMATEL) method was applied to understand the causal relationship between different CSFs. Findings: Using the DEMATEL method, the authors developed an analytical model showing cause–effect aspects of the CSFs and identified seven factors which firms need to emphasize more to execute better CSR activities in the post-COVID-19 period. Research limitations/implications: The authors asked 14 experts for their inputs, but more experts could have made identifying success factors more comprehensive. In this study, the DEMATEL method found seven CSFs that improve CSR activities in the post-COVID-19 period. Another identification process could have enriched the study. The findings of this study cannot be generalized since this study is based on the inputs of employees from India only. Practical implications: This proposed analytical model is effective in determining the complex interactions among all impacting CSFs. Firms' CSR managers and policy makers can use the proposed model, especially in the post-COVID-19 period. Originality/value: The proposed model provides a precise and most accurate analysis for CSFs impacting CSR activities in the post-COVID-19 period. It also provides a unique opportunity for the competent authorities at firms to understand the interaction of different impacting CSFs and takes necessary actions. No other exhaustive analytical model is available in this context. © 2022, Emerald Publishing Limited.