Evaluating tangible and intangible resources as strategic drivers in a global pharmaceutical organisation: A qualitative inquiry

Abstract

Purpose: This study explored how tangible and intangible resources serve as strategic drivers of organisational resilience and competitive advantage within a global pharmaceutical organisation operating in Southern Africa during the post-coronavirus disease 2019 (COVID-19) era.
Design/methodology/approach: Adopting a qualitative, interpretive descriptive design, this study focused on a multinational pharmaceutical organisation with operations in South Africa, Namibia, Botswana, Malawi, Zambia and India. Semi-structured interviews were conducted with 48 top-level managers. Data were analysed thematically using ATLAS.ti™ and framed by the resource-based view (RBV) theoretical model.
Findings/results: Findings revealed that both tangible (e.g. information technology infrastructure, logistics, automation) and intangible (e.g. intellectual property, employee well-being, organisational culture, reputation) resources were strategically leveraged to navigate the COVID-19 crisis. These resources were crucial for maintaining supply chains, protecting innovation and sustaining workforce productivity. The RBV framework clarified how these internal resources conferred sustained competitive advantages.
Practical implications: The study offers a proactive management strategy framework that can help pharmaceutical organisations improve resilience against future disruptions. It emphasises strategic investment in both tangible and intangible resources.
Originality/value: This study extends the application of the RBV framework to the context of crisis management in pharmaceutical organisations. It addresses a critical gap by offering practical insights into how emerging market-based global pharmaceutical organisations can operationalise internal resources to withstand systemic shocks.