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Whereas the economic and environmental dimensions of the triple bottom line (TBL) have been covered extensively by management theory and practice, the social dimension remains largely underrepresented. The Resource-based View (RBV) of the firm and the Natural Resource-based View (NRBV) of the firm are revisited to lay the theoretical foundation for exploring how the social dimension might be addressed. Social capabilities are then explored by looking at the social entrepreneurship literature and illustrative cases with the purpose of elaborating RBV toward a Social Resource-based View (SRBV) of the firm. Three illustrative cases, which represent social businesses located in catastrophe-ridden Haiti, show how capabilities are used to overcome challenging constraints. The goal for the social entrepreneur is to employ the appropriate capabilities to ensure economic success, a positive environmental impact, and social benefits that leave the local community in a better position than without the business. Just as NRBV is a previous elaboration of RBV, so can SRBV be an elaborated theoretical foundation for future research. The components of a theory are systematically addressed by extending the range of variables (adding social capabilities), extending the domain (including stakeholders with economic, environmental and/or social stakes), and offering propositions on variable relationships and outcome predictions (linking social capabilities and shared TBL value creation). By highlighting the social capabilities of social entrepreneurs, this research illuminates the micro-foundations of Corporate Social Responsibility (CSR), emphasizing the value of individual level analyses.

Purpose – Reshoring and insourcing decisions have been discussed in the popular press, yet coverage of these topics in the academic literature is limited. The purpose of this paper is twofold: first, it seeks to develop a more complete understanding of the underlying drivers of reshoring and insourcing decisions and their permutations. Second, it seeks to provide directions for future research to further analyze the link between drivers and outcomes of the reshoring and insourcing phenomena. Design/methodology/approach – This research follows a conceptual approach guided by transaction cost economics (TCE) and organizational buying behavior (OBB) theories. First, a theoretical framework of reshoring and insourcing decisions is developed. Next a comprehensive summary of reshoring and insourcing drivers is evaluated, yielding an in-depth discussion of future research directions (FRDs). Findings – The analysis demonstrates that the framework can be utilized to explain recent insourcing and reshoring changes of firms and to help dismantle the external and organizational challenges associated with reshoring and insourcing decision making. Research limitations/implications – Three FRDs are presented in the light of TCE and OBB. A fourth research direction highlights additional contextual factors outside the scope of these two theoretical lenses. These four research directions yield insightful implications for scholars and contribute to the emerging reshoring and insourcing literature. Practical implications – The full array of potential reshoring and insourcing permutations are structured to allow for an elaboration of their respective drivers. Moreover, enablers and obstacles in implementing the multitude of combined reshoring and insourcing decisions are highlighted and summarized as contextual variables. Originality/value – The concluding conceptual framework guides the evaluation of the reshoring and insourcing driver-outcome relationship across various value creation tasks and provides guidance to scholars and managers alike.