Strategic Capabilities and Value Creation: Divergent Roles of Enterprise Risk Management, Digital Technology, and Resilience
Abstract
generate sustainable competitive advantage remain poorly understood, particularly under extreme uncertainty. This study examines how enterprise risk management (ERM), digital technology adoption (DTA), and organizational resilience (OR) contribute to sustainable competitive advantage in Tanzania’s mining industry. Drawing on the Resource-Based View and Dynamic Capabilities Theory, the study proposes that strategic capabilities generate competitive advantage through distinct organizational mechanisms. Data were collected from 172 senior executives representing mining companies in Tanzania and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings show that ERM significantly enhances OR, which subsequently strengthens sustainable competitive advantage. OR fully mediating the ERM–competitive advantage relationship. In contrast, DTA significantly enhances both OR and sustainable competitive advantage, but OR does not significantly mediate the relationship between DTA and sustainable competitive advantage. These findings suggest that ERM creates strategic value primarily through dynamic capability building and DTA generates value through direct pathways. The study extends the Resource-Based View by demonstrating that strategic capabilities differ in how their value is realized and contributes to Dynamic Capabilities Theory by highlighting the contingent role of OR in value creation. Overall, the study advances a Strategic Capability Heterogeneity perspective, showing that different strategic capabilities generate sustainable competitive advantage through distinct mechanisms.
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