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The authors review ideas from the industrial district literature. They argue that district firms possess a number of collective or shared resources that account for firms' membership. These factors include: common reputation, intensity of exchange and combination of resources, and participation of local institutions. Their empirical research drew upon a sample of 220 Spanish manufacturing firms. Findings suggest a significant contribution of the chosen variables to overall discrimination between district member and nonmember firms.

AbstractA growing number of academic studies are focusing on firms' sustainability orientation, organizational resilience, and social capital. A key challenge facing companies today is how to maintain or improve economic performance while becoming more sustainable. This research relates sustainability orientation, organizational resilience, and social capital to economic and environmental performance in the ceramic industry cluster of Castellón, Spain. It also analyzes the mediating effect of organizational resilience on the relationship between social capital and both types of performance. The results show that sustainability orientation is linked to environmental performance, while social capital and organizational resilience are linked to economic performance. The results of the analysis of the mediating effect of organizational resilience differ depending on the type of performance. These findings thus suggest that companies should decide what kind of results they want to prioritize in order to direct their efforts at a strategic level, focusing on organizational resilience and social capital if they want to achieve better economic results and on sustainability orientation if they want to improve their environmental performance. This research contributes to the academic literature on environmental and sustainability issues.

PurposeThe purpose of this paper is to evaluate the competitiveness of the Brazilian ceramic tile industry using a conceptual model that the authors developed which integrates two contemporary approaches: industrial districts and the resource‐based view.Design/methodology/approachA quantitative study was carried out, using a survey with firm CEOs.FindingsThe results indicate that companies present in industrial districts have greater access to the strategic resources they share, such as knowledge transfer, access to information, and collective reputation. This fact results in higher levels of competitiveness, from the resource‐based view, since companies outside the district do not have the same resources available to them.Research limitations/implicationsIdiosyncratic characteristics of the industry can limit our results. For further discussion, we suggest studies with other industries and local players and the positive effect of the social capital.Originality/valueOne contribution from our work is linking the resource‐based view to industrial district dynamics, which can help to develop local industrial policies.