Purpose: The purpose of this review is to examine the relationship between information technology (IT) capabilities of enterprises and their ability to gain competitive advantage through IT resources, based on underpinning theories and empirical studies. Methodology: The approach to the review was to conduct extensive literature searches in the fields of strategic management and information technology management, as a result of which four supporting models and perspectives, that is, technology acceptance model (TAM), unified theory of acceptance and use of technology (UTAUT), the IT capability theory, and RBV, and seven empirical studies that linked IT capability dimensions of IT infrastructure; IT human resources; and IT knowledge management and competitive advantage were eventually reviewed. Findings: The review provides indications to better understand the relationship between IT capabilities and competitive advantage. The RBV was discovered to be a very popular and useful underpinning theory favored by many scholars in explaining the relationship. Evidence from empirical studies showed a positive and significant relationship between IT capabilities and competitive advantage, which led to conclusions and recommendations. Contributions to theory, practice, and policy: The review was able to highlight the importance of investment and deployment of IT resources such as infrastructure, human resources, and knowledge management to gain a competitive advantage, and established the role of RBV in strategic management research. Recommendations were made on theory, practice, and policy

The study examined the role of logistics in manufacturing firms' performance in some states in Northern Nigeria. A firm-level survey was conducted in a cross-sectional examination of members of the Manufacturers Association of Nigeria (MAN), with a sample of 144 firms. The study was underpinned by the resource-based theory, and data was analyzed using multiple regression analysis through the partial least squares structural equation modeling (PLS-SEM). It was discovered that both inbound and outbound logistics have positive relationships with performance. However, the relationship between outbound logistics and performance was not significant. The findings implies that managers of manufacturing firms cannot entirely rely on the contributions of logistics to enhance performance. It was therefore recommended that management in the manufacturing sector could find ways of improving those outbound activities they perform; contemplate involving drivers, such as information technology to boost performance; and consider outsourcing those outbound activities.

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