The resource-based view (RBV) argues that valuable, rare, inimitable resources and organization (VRIO) lead to competitive advantage. Dynamic capabilities (DC) are a comparatively new field and the related literature is mainly conceptual. Capabilities can be considered as the firm's routines and processes. We argue that the "O" in VRIO refers to DC. DCs are the "organization" needed to transform bundles of resources into competitive advantage. Consequently, does competitive advantage stem from VRIO resources or from VRI capabilities? Through a case study we analyzed the development of one capability in a medium-sized Portuguese footwear manufacturer. After reviewing the process of development of the capability, we performed a VRIO test for each of the resources it exploits and a VRI test of the capability. We can conclude that none of the resources contributing to the capability are VRIO, but the capability is VRI.

Employee engagement is becoming an increasingly essential factor in organizational competitiveness. Although employee engagement is an extensively researched topic, the roles of new ways of working and physical environment factors are still under exploited. As such, this study examines the relationship between physical environment factors, the dimensions that integrate new ways of working, and employee engagement. Survey data with 126 respondents are analyzed using structural equation modeling. The findings indicate a positive significant relationship between the physical environment factors and work engagement. Furthermore, this relation is mediated by four facets regarding new ways of working. The results also indicate that, for the group where facilities were not modified, the new ways of working are a stronger predictor of work engagement when compared with the group where facilities were modified. These findings extend existing knowledge on the antecedents of employee engagement, namely physical environment factors and new ways of working. Another important contribution is related to the mediating role of several facets of new ways of working in the relationship between physical environmental factors and employee engagement.

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In a post-pandemic context, destinations are questioning mass tourism, and are focusing on more sustainable segments, looking for more responsible tourists. This requires obtaining relevant information to assess what kind of tourists visit the destination and, at the same time, to monitor changes in tourists’ behavior and attitudes. This study aims to respond to this challenge by creating a measure to assess the tourist’s responsibility. Using a scale development method, a sequential mixed-method approach is conducted to identify scale dimensions and items. An initial qualitative approach is implemented for item generation using focus group and face-to-face interviews. Then, a second study based on a survey is conducted for exploratory factor analysis. A third study, also based on a survey is performed to obtain a new sample for confirmatory factor analysis. Findings show two dimensions: civic responsibility and philanthropic responsibility, allowing an understanding of how tourists can act responsibly in destinations without compromising the ecological footprint on the planet. Theoretical and managerial implications are discussed.