We investigate how resource orchestration influences performance within the 'knowledge resource management' approach by exploiting a novel database on the Italian Serie A topprofessional football league spanning from the 1960-61 up to the 1991-92 season. We find that the acquisition of experience via newcomers has a U-shaped non-monotonic relationship with performance. Furthermore, we find that releasing co-specialized employees has a positive moderating role within the relationship between team experience and performance by suggesting that dismissing old routines positively influences the relationship between current routines and team's performance.

Purpose -The aim of the paper is to test the Heterogeneity Construct as a second-order construct determined by dimensions expressing the resource utilization process carried out by firms, and to test the different impacts of Heterogeneity sub-dimensions on firm's performance. Design/methodology/approach -After collecting data on the machine tools industry, two models are tested by Lisrel. The first model is a second order confirmatory model. The second one is a structural model testing the causal relations between Heterogeneity components and Performance. Findings -It is found that Heterogeneity is a second order construct, whose dimensions differently contribute to firm performance: two of them positively and a third dimension negatively. Research limitations/implications -Limitations of the study refer to single industry used, limited sample size, and single respondents. Even if the sample size is low, it allows to run the model and to estimates results. The single respondent bias is mitigated by interviewing managers involved in the resource utilization process. Future research could improve our comprehension of the heterogeneity construct by testing the model in other industries. Practical implications -By discovering the different effect of the Heterogeneity dimensions on firm performance, we provide some useful implications for managers involved in the resource utilization process. To reach a competitive advantage, firms should orient their decisions to leverage on "contextuality" and "complexity", while mitigating the effect of "intertwinedness". Originality/value -Studies in the strategic management field of study measure Heterogeneity by using single variables. This paper fills in this gap by providing a measure of the Heterogeneity construct on a multidimensional basis, showing the different role played by each dimension on firm performance.

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