Original Research

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

Muhammad Gabru, Ephrem H. Redda, Liandi van den Berg

Received: 25 Nov. 2025; Accepted: 29 July 2026; Published: 22 Sept. 2026

Copyright: © 2026. The Authors. Licensee: AOSIS.
This work is licensed under the Creative Commons Attribution 4.0 International (CC BY 4.0) license (https://creativecommons.org/licenses/by/4.0/).

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.

Keywords: proactive management strategies; pharmaceutical organisation; COVID-19; resource-based view; Southern Africa; resilience; strategic management.

Introduction

Organisations operating in volatile and uncertain environments increasingly rely on proactive management strategies to enhance resilience, sustain operations and maintain competitive advantage (Vrontis et al., 2025). In the aftermath of the coronavirus disease 2019 (COVID-19) pandemic, strategic capabilities such as digital transformation, supply chain agility, innovation and workforce adaptability have become critical organisational resources that enable firms to anticipate disruptions and respond effectively to changing market conditions (Jaafar et al., 2026). The resource-based view (RBV) suggests that organisations achieve sustained competitive advantage by developing and leveraging valuable, rare, inimitable and well-organised resources, particularly during periods of crisis and uncertainty (Febrianto & Rufaidah, 2026).

Within the pharmaceutical sector, the ability to combine tangible resources such as information technology (IT) infrastructure, manufacturing capacity and logistics networks with intangible resources such as intellectual property, organisational culture, reputation and employee capabilities has become increasingly important for resilience and long-term competitiveness (Langeloh, 2025). Understanding how pharmaceutical organisations strategically mobilise these resources provides insight into how firms can strengthen preparedness for future disruptions while sustaining innovation and operational performance (Awwad et al., 2025).

The pharmaceutical industry constitutes a vital sector of the global economy, driven by continuous demand for medical innovation, improved healthcare access and sustainable production. Globally valued at over USD 1 trillion (Statista, 2024), this sector contributes significantly to employment, technological advancement and national economic growth (Malimba et al., 2024). In emerging markets, particularly in the Southern African region, the pharmaceutical industry plays a multifaceted role, not only as a healthcare enabler but also as a strategic driver of industrialisation and public–private collaboration (SADC, 2017). As such, understanding how this sector operates in countries like South Africa, Botswana, Malawi, Namibia, Zambia and India is essential to appreciate its regional and transnational relevance.

Pharmaceutical organisations across these countries support healthcare systems, promote economic diversification and reduce dependency on imports through local manufacturing efforts (Kachali et al., 2014; Vledder et al., 2019). In South Africa, the sector contributes meaningfully to the gross domestic product (GDP) and employment, bolstered by domestic production and ongoing research and development (R&D) investments (Dlamini & Govender, 2024; Horner, 2022). Similar trends are evident in neighbouring countries where the industry has become a platform for job creation, local capacity-building and investment attraction (Lartey et al., 2018; Matafwali, 2024; Sichoongwe, 2023).

However, the onset of the COVID-19 pandemic in late 2019 disrupted this momentum. Pharmaceutical organisations worldwide encountered significant operational and logistical challenges, including supply chain instability, increased product demand and reallocation of budgets towards pandemic-related health responses (Chowdhury et al., 2021; Mittal & Sharma, 2021). These disruptions exposed vulnerabilities in existing organisational strategies and called attention to the urgent need for more robust internal proactive management strategies. In the post-pandemic context, agility, innovation and resilience have emerged as critical factors for the sustainability and competitiveness of pharmaceutical enterprises (Hassanin & Hamada, 2022; Vora et al., 2023).

While several organisations adopted short-term crisis responses, the lack of preparedness and insufficient proactive strategies in emerging markets amplified the impact of COVID-19. Countries such as South Africa, Botswana and Zambia experienced setbacks in production, distribution and policy execution (Kioko, 2023; Takawira, 2022). The experience underscored the strategic necessity of developing internal capabilities that can anticipate disruptions, ensure continuity and support recovery. Theoretical contributions suggest that proactive management strategies enhance decision-making, increase employee engagement and foster competitive advantage in volatile environments (Munawar et al., 2019; Shah & Soomro, 2021).

Despite these insights, there remains a significant gap in empirical understanding of how internal proactive strategies were applied within pharmaceutical organisations during and after the pandemic, particularly in developing regions. Existing studies tend to focus on high-income countries or singular national contexts, with limited cross-country comparisons or sector-specific strategic evaluations. This study addressed that gap by exploring internal proactive management strategies employed by a global pharmaceutical organisation operating in South Africa and extending to five other emerging markets: Namibia, Botswana, Malawi, Zambia and India. The study provides a contextualised view of the sector’s operational challenges and strategic responses during a period of unprecedented global uncertainty. The objective of this study was to explore how tangible and intangible resources contributed to organisational resilience and competitive advantage within a global pharmaceutical organisation during and after the COVID-19 pandemic. Specifically, the study sought to identify the tangible and intangible resources utilised by the organisation and examine how these resources supported resilience, innovation and sustained competitiveness.

Literature review

This section reviewed the relevant literature on pharmaceutical industry resilience, proactive management strategies and the RBV, with particular emphasis on the strategic role of tangible and intangible resources in enhancing organisational resilience and competitive advantage.

Research on pharmaceutical industry resilience and resource management

Organisational resilience has emerged as a critical area of research following the COVID-19 pandemic, particularly within industries characterised by complex supply chains and dynamic operating environments. Recent studies indicate that resilience is strengthened through proactive management strategies, strategic resource deployment and organisational adaptability (Chatterjee et al., 2023; Hitt et al., 2021; Raj et al., 2022). Within the pharmaceutical industry, these capabilities are particularly important due to regulatory complexity, innovation requirements and dependence on global supply networks. Understanding how organisations strategically utilise internal resources to enhance resilience has therefore become an increasingly important area of scholarly inquiry.

The literature acknowledges that proactive management strategies positively impact employee engagement and competitive advantage (Shah & Soomro, 2021). For example, Shah and Soomro (2021) argue that involving employees in proactive strategies enhances morale and fosters a sense of empowerment. Furthermore, Munawar et al. (2019) highlight that improved decision-making arises from effective data collection and trend analysis, which are fundamental to actionable proactive management (Abormegah & Bahadin Tarik, 2020).

Recent studies indicate that the successful implementation of proactive management strategies depends on an organisation’s ability to develop adaptive capabilities, strengthen internal resource utilisation and enhance strategic flexibility. Following the COVID-19 pandemic, organisations that invested in digital transformation, operational agility and integrated decision-making processes demonstrated greater resilience and responsiveness to disruptions (Chatterjee et al., 2023; Hitt et al., 2021; Raj et al., 2022). These findings suggest that proactive management strategies play a critical role in strengthening organisational preparedness and long-term sustainability.

Despite growing research on organisational resilience and proactive management following the COVID-19 pandemic, limited studies have examined how tangible and intangible resources collectively contribute to resilience within multinational pharmaceutical organisations (Langeloh, 2025). Existing research has largely focused on specific countries, industries or operational functions, providing limited insight into how internal resources can be strategically deployed to support resilience across global pharmaceutical operations. Furthermore, limited empirical research has applied the RBV to examine proactive management strategies within the post-pandemic pharmaceutical context (Ma & Kang, 2025). This study addressed these gaps by investigating how internal resources contributed to resilience and competitive advantage within a global pharmaceutical organisation.

Within the RBV, organisational resources are generally classified as tangible and intangible resources, both of which play complementary roles in achieving sustained competitive advantage and organisational resilience (Galati et al., 2019; Sun et al., 2024). Tangible resources include physical assets such as manufacturing facilities, technological infrastructure, production equipment and financial resources that support operational efficiency (Okobo et al., 2022). In contrast, intangible resources comprise assets such as intellectual property, organisational culture, reputation, employee expertise and innovative capabilities, which are more difficult for competitors to imitate and therefore provide greater opportunities for sustained competitive advantage (Barney, 1991; Chatterjee et al., 2023; Teece, 2014). Understanding how these two categories of resources interact provides the conceptual foundation for examining their role as strategic drivers of resilience and competitiveness within pharmaceutical organisations.

Resource-based view as a theoretical framework

The RBV provides the theoretical foundation for this study. The RBV argues that organisations achieve sustained competitive advantage through the effective utilisation of valuable, rare, inimitable and organised resources (Barney, 1991; Teece, 2014). Within the pharmaceutical industry, both tangible resources, such as manufacturing infrastructure and technological capabilities, and intangible resources, such as intellectual property, organisational culture and reputation, play a critical role in supporting resilience and long-term competitiveness (Chatterjee et al., 2023).

By applying RBV, this study critically examined how pharmaceutical organisations strategically allocate and develop resources to adapt within an increasingly complex global landscape (Chatterjee et al., 2023; Runyan et al., 2007). The theory further highlights the strategic value of distinctive internal capabilities that enhance global operations and readiness for emerging challenges (Kabir et al., 2021).

Figure 1 presents the principal components of the RBV that underpin this study. The framework illustrates how organisational resources and capabilities contribute to sustained competitive advantage through the development and effective utilisation of valuable, rare, inimitable and organised resources. These components provide the theoretical foundation for examining how tangible and intangible resources enhance organisational resilience and competitiveness within the pharmaceutical industry.

FIGURE 1: Components of the resource-based view.

Figure 1 illustrates the interrelationship between the principal components of the RBV. According to Barney (1991), organisations derive competitive advantage from the strategic resources they possess and their ability to deploy those resources effectively. Building on this foundation, Kamasak (2017) argues that organisational resources comprise both tangible and intangible assets that, when effectively managed, enhance organisational capabilities and improve firm performance. Similarly, Songa and Monson (2024) emphasise that organisational resources provide the foundation for value creation, while organisational capabilities reflect an organisation’s ability to integrate, coordinate and deploy these resources to achieve strategic objectives. Furthermore, Bergh et al. (2025) contend that organisations possess heterogeneous resource portfolios and capabilities that differ across firms, whereas strategically valuable resources are often immobile and cannot easily be transferred or replicated by competitors. These characteristics explain why organisations vary in their ability to achieve and sustain competitive advantage.

Barney (1991) further argues that organisational resources generate sustained competitive advantage only when they possess the characteristics embodied in the VRIO framework. Valuable resources enable organisations to exploit opportunities and respond effectively to environmental challenges, while rare resources provide uniqueness by being unavailable to competitors. Barney (1991) further explains that inimitable resources are difficult to replicate because they are embedded in organisational knowledge, culture, historical development and accumulated experience. Likewise, organised resources are supported by appropriate organisational structures, management systems and processes that enable organisations to fully exploit the strategic value of their resources. Expanding on Barney’s work, Teece (2014) highlights the importance of organisational capabilities in continuously renewing and reconfiguring strategic resources to remain competitive in dynamic environments. More recently, Malik and Terzidis (2025) and Ode et al. (2026) argue that organisations that effectively align valuable resources with adaptive capabilities are better positioned to strengthen resilience and achieve sustained competitive advantage during periods of uncertainty.

Although the RBV encompasses several interrelated components, this study focused specifically on tangible and intangible resources because they represent the primary organisational resource categories through which resilience and sustained competitive advantage are achieved. Kamasak (2017) maintains that tangible resources, such as physical assets and financial capital, together with intangible resources, including organisational knowledge, human capital, reputation and innovation, constitute the strategic assets through which organisations create superior performance. Similarly, Songa and Monson (2024) argue that these resource dimensions remain central to understanding how organisations create and sustain strategic value, while Malik and Terzidis (2025) demonstrate that the effective mobilisation of tangible and intangible resources enhances organisational adaptability and resilience. Ode et al. (2026) further contend that organisations that strategically leverage internal resources are better equipped to respond to disruptions and maintain long-term competitiveness. Consistent with these perspectives, this study examined how pharmaceutical organisations strategically mobilised tangible and intangible resources to strengthen organisational resilience in the post-COVID-19 environment. The following sections therefore discuss these resource categories in greater detail within the context of the pharmaceutical industry.

Tangible resources

Tangible resources include physical assets like land, buildings, machinery, and capital (Chatterjee et al., 2023). Although essential to pharmaceutical operations, these resources are easily acquired and thus offer limited long-term competitive advantage. Their primary importance lies in supporting the strategic utilisation of intangible assets.

Recent studies emphasise that technological infrastructure, automation and digital transformation initiatives have become increasingly important tangible resources in the pharmaceutical industry. These resources improve operational visibility, production efficiency and supply chain resilience, enabling organisations to respond more effectively to disruptions and changing market conditions (Dlamini & Govender, 2024; Hassanin & Hamada, 2022).

Intangible resources

Intangible resources consist of non-physical assets such as brand reputation, trademarks, intellectual property and organisational culture (Assensoh-Kodua, 2019). Unlike tangible assets, these resources are difficult to replicate or substitute, making them crucial for sustaining competitive advantage. In pharmaceutical organisations, intangible assets like R&D expertise and proprietary knowledge are key to driving innovation, managing crises and maintaining market leadership.

Contemporary research highlights the growing importance of intangible resources in enhancing organisational resilience. Resources such as intellectual property, organisational culture, reputation and employee capabilities support innovation, knowledge retention and organisational adaptability, thereby contributing to sustained competitiveness in uncertain environments (Chatterjee et al., 2023; Malimba et al., 2024).

Assumptions of resource-based view

The RBV assumes that resources and capabilities are heterogeneous across organisations, meaning no two organisations have identical resources or strategies (Lu et al., 2021). This heterogeneity allows organisations to adopt diverse strategies and gain competitive advantages, defying the perfect competition model where all organisations are equal. The second assumption posits that resources are immobile, especially in the short term, preventing organisations from easily replicating competitors’ advantages (Zaman et al., 2022). Intangible assets such as brand equity, proprietary knowledge and intellectual property exemplify such immobility.

While heterogeneity and immobility are necessary conditions for competitive advantage, they are not sufficient for sustainability. Barney’s VRIN (Valuable, Rare, Inimitable, Non-substitutable) framework, refined as VRIO (Valuable, Rare, Inimitable, Organisation) assesses whether resources are valuable, rare, costly to imitate and organised to capture value, with those meeting all criteria providing sustained competitive advantage (Barney, 1991; Teece, 2014).

Application of resource-based view in the pharmaceutical industry

The RBV represents a theoretical framework within strategic management that underscores the critical role of resources and capabilities in securing a competitive advantage. In the context of the pharmaceutical sector, the RBV is relevant in various significant aspects, including the management of intellectual property and patents (Chatterjee et al., 2023). Chatterjee et al. (2023) stated that pharmaceutical organisations frequently depend on exclusive drug formulations, and the capacity to safeguard these innovations via patents can provide a substantial competitive advantage. The RBV emphasises that the competitive edge of the pharmaceutical sector is not solely derived from the medications produced but also from the strategic utilisation of diverse, distinctive resources and capabilities (Kabir et al., 2021).

Kabir et al. (2021) assert that organisations that skilfully manage, innovate and leverage their resources are better positioned to sustain their competitive advantages in a dynamic and heavily regulated market environment. Additionally, the study suggests that pharmaceutical organisations can improve their overall performance and adeptly navigate an ever-changing landscape by focusing on their core competencies and aligning their strategic efforts with their available resources. The subsequent section reviews risk management and crisis preparedness in this study.

Methodology

This section describes the methodological procedures adopted to address the research objectives.

Research method

This study adopted a qualitative methodology situated within an interpretivist paradigm. Alowais et al. (2023) and McDermott et al. (2021) state that interpretivism emphasises the subjective meaning-making processes of individuals, which is particularly relevant for exploring the internal proactive management strategies employed by a global pharmaceutical organisation in the post-COVID-19 context. Allemang et al. (2022) and Leggat et al. (2024) contend that research sought to understand the rationale, motivations and thought processes behind strategic decision-making as perceived by key organisational stakeholders, such as executives, managers and employees. This aligns with the goal of interpretivism, which is to uncover lived experiences and the meanings individuals attach to organisational actions (Polkinghorne & Given, 2021).

To achieve this, the study employed an interpretive descriptive design. This approach is well-suited to exploring ‘how’ and ‘why’ questions within specific practice-based contexts. It provided a flexible yet rigorous framework for analysing complex phenomena such as the resource-based strategic responses to pandemic-era disruptions. Semi-structured interviews were selected as the primary method of data collection, allowing for depth and nuance in participants’ responses.

Measurement instrument

The measurement instrument was developed in line with the RBV theoretical framework. Questions were structured to explore internal resources and capabilities, and pilot interviews helped refine the guide. Academic peer reviewers with expertise in strategic management and qualitative methods further assessed the interview schedule for face and content validity. In addition to interview data, field notes were collected during the interviews to support contextual interpretation.

Interview data were voice-recorded, transcribed verbatim and anonymised. To ensure validity, two pilot interviews were conducted to test the measurement instrument. Feedback from pilot participants informed final adjustments. A comprehensive audit trail was maintained, and field notes were used as supplementary data sources.

Sample

This study examined a multinational pharmaceutical organisation operating in South Africa, Namibia, Botswana, Malawi, Zambia and India during the 2024–2025 period. The target population consisted of full-time, top-level management responsible for strategic functions such as brand management, marketing, operations, IT, human resources, R&D and supply chain.

The sample included 48 individuals across six international branches, selected through purposive sampling based on the inclusion criteria of managerial role, minimum 3 years’ experience, and active involvement in strategy formulation (see Table 1). The inclusion and exclusion criteria are discussed in the next section.

Sampling frame and selection criteria

The purposive sampling frame was constructed to reflect individuals considered subject-matter experts in internal proactive management strategies. Participants were selected from various departments across six countries to capture a wide range of strategic perspectives to address the research problem.

Inclusion criteria

The study inclusion criteria were as follows:

• Minimum of 3 years’ experience in the pharmaceutical industry.
• Active involvement in designing and implementing management strategies.
• Representation from different organisational functions.
• Voluntary participation with informed consent for recording.

Exclusion criteria

The study exclusion criteria were as follows:

• Lack of involvement in strategic management.
• Representation limited to a single department.
• Less than 3 years in current role.
• Refusal to participate or be recorded.

Data collection

Semi-structured interviews were conducted with all participants, either virtually, telephonically, or in person. An interview schedule based on the RBV framework guided the discussions. Interviews began with biographical questions and moved to open-ended questions covering internal resources and strategy formulation.

Informed consent was obtained before each interview. Interviews continued until data saturation was reached – that is, when no new information emerged (Alam, 2021; Bekele & Ago, 2022; Boddy, 2016; Mwita, 2022). The interviews were transcribed, anonymised using codes (e.g. P1, P2) and stored securely in password-protected digital folders.

Although the target population comprised 48 employees, only eight participants were interviewed because they occupied key strategic positions directly involved in the organisation’s proactive management initiatives. Data collection continued until data saturation was achieved, whereby successive interviews yielded no substantially new themes or insights relevant to the study. The purposive selection of information-rich participants ensured that sufficient depth of understanding was obtained to address the research objectives, making additional interviews unnecessary. As all participants were drawn from a single pharmaceutical organisation across different countries, combining the participant identifier with demographic and occupational characteristics with their direct quotations could increase the risk of identifying individual participants. Therefore, to maintain participant anonymity and uphold the confidentiality commitments of the study, only the P1–P8 identifiers have been retained.

Interview guides were reviewed by academic experts and tested in pilot interviews for content validity. Field notes were also recorded during the interview process to complement and triangulate the data.

Data analysis

Thematic analysis was conducted using ATLAS.ti™ (Lumivero, LLC, Denver, CO, US) a qualitative data analysis software designed to manage large data sets. The analysis followed the five-step process outlined by Blanche et al. (2006):

• Familiarisation and immersion: The researcher repeatedly listened to audio and read transcripts to gain initial insights (Clarke & Braun, 2013; Smith & Firth, 2011).
• Theme development: Initial codes were grouped into potential themes based on alignment with RBV constructs (Braun & Clarke, 2006; Nowell et al., 2017).
• Coding: Both deductive (theory-driven) and inductive (data-driven) coding methods were used, applying the constant comparative method (Bryman & Burgess, 2002; Ritchie & Spencer, 2002; Wong, 2008).
• Elaboration: Codes and themes were refined to clarify relationships and ensure internal coherence (Liamputtong, 2009).
• Interpretation and checking: Final themes were interpreted in light of the literature and theoretical framework, supported by ATLAS.ti™ network visualisations.

Ethical considerations

This study was conducted in accordance with ethical research practices. Ethical clearance to conduct this study was obtained from the North-West University Economic and Management Sciences Research Ethics Committee (EMS-REC) (Ref. No. NWU-01730-24-A4). A formal request was submitted to and approved by the management of the pharmaceutical organisation prior to data collection.

Participants were provided with clear, written information outlining the study’s aims, methods and ethical processes, including confidentiality and voluntary participation. Informed consent was obtained in writing before each interview, and participants were assured they could withdraw at any time without consequence. Interviews were recorded only with participants’ consent, and transcripts were anonymised. Audio recordings were deleted from the recording device post-transcription and stored securely in encrypted formats.

Results

This section provided a detailed examination of the identified themes, categories and codes, offering insights into their significance and relevance to the study.

Tangible resources

This theme presented the findings related to the study objective of examining how tangible resources contributed to the implementation of proactive management strategies that enhanced organisational resilience and competitiveness within the pharmaceutical organisation.

Table 2 presents the findings related to the theme of tangible resources. The table summarises the categories, codes and representative participant quotations that illustrate how tangible resources contributed to proactive management strategies and organisational resilience within the pharmaceutical organisation.

Figure 2 illustrates the key categories of tangible resources identified from the study findings. The figure shows how IT infrastructure and physical assets, together with their associated elements, contributed to the implementation of proactive management strategies that enhanced organisational resilience and competitiveness within the pharmaceutical organisation.

FIGURE 2: Breakdown of tangible resources in the network.

As illustrated in Table 2 and Figure 2, tangible resources, encompassing both physical and technological assets, form the foundation of operational efficiency. Information technology infrastructure plays a crucial role in this framework, incorporating digital systems, data management and automation to streamline processes and enhance workflow. Similarly, physical assets, particularly in logistics and automation, contribute to the seamless coordination of supply chain operations and the optimisation of production capacity. The strategic integration of these tangible resources not only facilitates digital transformation and automation but also strengthens logistics networks, which are critical for ensuring the stability of pharmaceutical supply chains and supporting R&D activities.

Category: Information technology infrastructure

Codes: Technology and automation.

Technology played a fundamental role in ensuring business continuity and operational efficiency during and after the COVID-19 pandemic. Digital transformation became essential for managing disruptions, enabling remote work and optimising supply chain processes:

‘We utilised technology to streamline operations and improve efficiency.’ (P1)

This highlighted how IT infrastructure was not just a support function but a core enabler of resilience. P5 further reinforced this, stating:

‘Technology became crucial for remote work, virtual meetings and digital procurement processes.’ (P5)

This showcases how IT solutions facilitated collaboration and operational adaptability. Additionally, the reliance on digital tools extended beyond basic communication, as P8 explained:

‘Technology was crucial for communication and remote management.’ (P8).

The above illustrates its role in maintaining oversight and ensuring continuity amid disruptions. The findings indicated that digital technologies supported operational continuity, remote work, communication and supply chain activities during and after the COVID-19 pandemic. Participants consistently highlighted technology as an important enabler of organisational responsiveness and operational efficiency during periods of disruption. By strengthening its digital infrastructure, the company not only navigated the immediate crisis but also laid the groundwork for long-term resilience and efficiency in an evolving business environment.

Automation emerged as a critical investment in ensuring operational efficiency and responding to shifting market demands. Participants highlighted how automation enabled the organisation to enhance production capacity and scale operations effectively. As P4 stated:

‘We invested in upgrading our factories with automation to increase production capacity and meet surging demand.’ (P4)

illustrating how technological advancements were pivotal in improving manufacturing efficiency. Similarly, P6 reinforced this perspective, explaining:

‘Investing in automation allowed us to scale operations to meet demand fluctuations.’ (P6)

underlining the adaptability that automation provided in responding to market uncertainties. The findings indicated that automation enhanced production efficiency, improved scalability and enabled the organisation to respond effectively to fluctuations in market demand. Participants consistently identified automation as an important mechanism for maintaining operational performance during periods of uncertainty. By leveraging automation to optimise production and operational scalability, the organisation not only mitigated inefficiencies but also reinforced its long-term resilience in an evolving pharmaceutical landscape.

Category: Physical assets

Codes: Logistics and automation.

While IT infrastructure and automation played a crucial role in enhancing efficiency, physical assets such as manufacturing facilities and logistics networks were also vital for ensuring operational continuity. The pandemic exposed vulnerabilities in supply chain management, requiring organisations to re-evaluate their logistical frameworks and manufacturing capabilities. As P1 stated:

‘We optimised our physical resources by investing in automation and enhancing production capacity.’ (P1)

Demonstrating how organisations sought to strengthen their manufacturing infrastructure through automation to meet fluctuating demand. P5 further elaborated, explaining:

‘We utilise physical resources such as manufacturing facilities and warehouses to ensure efficient production and distribution.’ (P5)

Reinforcing the role of logistical infrastructure in maintaining supply chain stability. These insights highlight the need to integrate digital and physical resources to build a successful operational framework capable of withstanding future disruptions.

The findings in this section underline the role of tangible resources, particularly IT infrastructure and automation, in enhancing the organisation’s resilience during the COVID-19 crisis. Investments in digital transformation and automation enabled the company to navigate disruptions effectively, maintain operational efficiency and optimise resource utilisation. Collectively, the findings demonstrated that investments in IT infrastructure, automation and physical assets contributed to operational continuity, production efficiency and organisational responsiveness during the COVID-19 pandemic. These resources supported the organisation’s ability to manage disruptions while maintaining essential operations. By embedding technological agility and process efficiency into its operations, the pharmaceutical organisation positioned itself to withstand future challenges and sustain growth

Intangible resources

This theme presented the findings related to the study objective of examining how intangible resources contributed to the implementation of proactive management strategies that enhanced organisational resilience and competitiveness within the pharmaceutical organisation. The findings demonstrate that employee well-being, intellectual property, organisational reputation and organisational culture were critical intangible resources that strengthened innovation, adaptability and long-term organisational performance during the post-COVID-19 period.

Table 3 presents the findings related to the theme of intangible resources. The table summarises the categories, codes and representative participant quotations illustrating how intangible resources contributed to organisational resilience, innovation and sustained competitive advantage within the pharmaceutical organisation.

Figure 3 illustrates the key categories of intangible resources identified from the study findings. The figure demonstrates how employee well-being, intellectual property, organisational reputation and organisational culture collectively contribute to the implementation of proactive management strategies that strengthen organisational resilience and competitiveness within the pharmaceutical organisation.

FIGURE 3: Breakdown of intangible resources in the network.

Beyond physical assets, intangible resources, as illustrated in Table 3 and Figure 3, play a crucial role in shaping organisational culture, workforce resilience and innovation. A key component is employee well-being, which includes continuous learning, flexible work arrangements, adaptability, competitive compensation and productivity-enhancing initiatives. These elements contribute to a dynamic and engaged workforce that can navigate disruptions effectively. Another critical intangible resource is intellectual property, which strengthens organisations through the protection of innovations, unique drug solutions and region-specific patents that safeguard competitive advantage. Additionally, reputation management, particularly in terms of supply chain reliability, pandemic response and transparency, creates trust among stakeholders. Meanwhile, organisational culture, characterised by innovation, collaboration, decentralised decision-making and recognition, reinforces adaptability and strategic agility within the pharmaceutical organisation. These intangible resources collectively enhance workforce resilience, innovation capabilities and competitive position in a volatile market.

Category: Employee well-being

Codes: Continuous learning, flexible work, culture, knowledge, adaptability, competitive compensation, development, remote work and productivity.

The well-being of employees emerged as a crucial intangible resource that significantly influenced the organisation’s ability to navigate the pandemic and maintain resilience. Participants highlighted that continuous learning and support played a vital role in retaining talent and creating a strong workforce. As P1 stated:

‘We attract and retain top talent by offering continuous learning opportunities and a supportive work environment.’ (P1)

Emphasising how investment in employee development contributed to long-term organisational strength.

Flexibility was also a key factor in maintaining morale and efficiency during the COVID-19 crisis. P3 explained:

‘The combination of our strong employee culture, flexible work arrangements, and focus on mental health is something that sets us apart.’ (P3)

Reinforcing the importance of adaptability in sustaining employee engagement and productivity. The organisational culture further enhanced employee well-being by promoting a supportive and collaborative environment, with P3 emphasising that a strong culture, coupled with flexibility, created a workplace where employees felt valued.

Beyond policies and structures, the knowledge and adaptability of employees were key drivers of organisational resilience. As P3 noted:

‘The real value came from the knowledge and adaptability of our workforce.’ (P3)

Highlighting that human capital was a distinct competitive advantage. This adaptability ensured that the workforce could quickly adjust to changes and maintain productivity under uncertain conditions.

Competitive compensation and professional development were also identified as crucial elements in attracting and retaining top talent:

‘We attract and retain top talent through competitive compensation, professional development opportunities and a supportive work environment.’ (P5)

The above demonstrated how financial incentives and career growth opportunities played a role in securing a committed workforce. The shift to remote work also played a critical role in maintaining operational efficiency:

‘We adapted to remote work and introduced flexible schedules to keep productivity steady.’ (P8)

This illustrated how the company balanced operational needs with employee satisfaction. This adaptation was key in sustaining workforce engagement, particularly in a time when traditional working structures were heavily disrupted.

The findings indicated that employee well-being initiatives, workforce adaptability, continuous learning opportunities and flexible work arrangements contributed to employee resilience and operational continuity during the pandemic. These practices supported workforce stability and enabled employees to adapt effectively to changing organisational requirements. By prioritising employee well-being through continuous learning, adaptability, development opportunities and effective work arrangements, the pharmaceutical organisation not only strengthened its internal resilience but also ensured long-term sustainability.

Category: Intellectual property

Codes: unique drug solutions, innovation protection, competitive advantage, region-specific patents and locally tailored patents.

Intellectual property played a critical role in maintaining the organisation’s market position and ensuring long-term competitiveness. Patents were particularly valuable, as they provided unique drug solutions that differentiated the company from competitors. As P4 emphasised:

‘Our patents related to drug formulations and delivery methods offer unique solutions to complex problems, giving us a competitive edge.’ (P4)

Highlighting how proprietary knowledge contributed to innovation and market differentiation. Protecting these innovations was equally important, as P5 stated:

‘Non-physical resources like patents protect our innovations and provide a competitive edge.’ (P5)

Reinforcing the role of intellectual property as a strategic asset.

Maintaining a competitive advantage required leveraging intellectual property to ensure continued growth and market influence. As P6 noted:

‘Our intellectual property, especially patents for innovative drug formulations, is critical to maintaining our competitive advantage.’ (P6)

Illustrating how these resources safeguarded the organisation’s market share.

The company also utilised region-specific patents to strengthen its position in key markets, with P7 stating:

‘Our patents and region-specific insights are rare, giving us a distinct market advantage.’ (P7)

Emphasising the importance of localised intellectual property strategies. Additionally, patents tailored to local requirements ensured that competitors could not easily replicate the company’s success. As P8 explained:

‘Our patents, especially those tied to local requirements, are difficult for competitors to replicate.’ (P8)

Further highlighting how intellectual property provided a protective barrier against competition.

The findings demonstrate that intellectual property played an important role in protecting innovations, supporting product differentiation and preserving the organisation’s position within competitive pharmaceutical markets. Participants highlighted the importance of patents in safeguarding innovation and limiting competitive imitation. By capitalising on proprietary knowledge, the company ensured that its pharmaceutical innovations remained exclusive, reinforcing its position as a leader in the industry while maintaining a strong market advantage.

Category: Reputation

Codes: COVID-19 manufacturing adaptation, supply chain reliability, pandemic response, transparency and local support.

Reputation emerged as a critical intangible resource that strengthened the organisation’s resilience and helped position it as a trusted industry leader during the COVID-19 crisis. Participants emphasised how the company’s ability to swiftly adapt its manufacturing capabilities enhanced its credibility in the market. As P4 stated:

‘Our ability to quickly adapt manufacturing capabilities to meet COVID-19 treatment needs enhanced our reputation as a reliable partner.’ (P4)

Highlighting how operational agility contributed to a stronger industry presence.

Ensuring supply chain reliability was another crucial factor in maintaining trust among stakeholders. P5 explained:

‘Our swift adaptation to the pandemic and effective management of supply chain challenges have enhanced our reputation as a trusted partner.’ (P5)

Illustrating how strategic resource management reinforced the company’s credibility.

The organisation’s pandemic response further solidified its standing as a dependable industry player. P7 noted:

‘Our rapid pandemic response showcased our commitment to customers, solidifying our image as a reliable partner.’ (P7)

Demonstrating that proactive measures in times of crisis directly influenced reputation-building.

Transparency and local support also played a pivotal role in strengthening trust among key stakeholders. As P8 shared:

‘During COVID-19, our transparent approach and consistent support for local needs enhanced trust.’ (P8)

Reinforcing the notion that ethical practices and open communication were fundamental to long-term reputation management.

Category: Organisational culture

Codes: Transparency, innovation, decentralised decision-making, team collaboration, values, recognition, remote R&D collaboration, specific reliability and cross-functional efficiency.

A resilient and adaptive organisational culture proved to be an indispensable resource in ensuring business continuity and strategic success. Transparency, innovation and decentralisation were identified as key cultural traits that helped the organisation navigate the crisis effectively. As P3 highlighted:

‘Our culture, which encourages transparency, adaptability, and innovation, was a huge asset during the crisis.’ (P3)

Further contributing to this culture, P3 explained:

‘By decentralising decision-making and creating an environment of trust, employees were able to access the resources they needed without unnecessary barriers.’ (P3)

Demonstrating how decentralised decision-making empowered employees and reinforced organisational agility.

Moreover, the emphasis on cross-functional efficiency allowed the organisation to maximise its resources effectively. As P8 explained:

‘Cross-functional teams enable us to streamline the use of physical resources and maximise intellectual property.’ (P8)

The findings indicated that transparency, innovation, collaboration and decentralised decision-making contributed to organisational adaptability and supported continuity during periods of uncertainty. Participants identified these cultural characteristics as important factors in navigating the challenges associated with the COVID-19 pandemic.

Collaboration across teams was another core characteristic of the culture. As P4 mentioned:

‘Our structure encourages collaboration across teams, ensuring effective use of resources like patents and manufacturing facilities.’ (P4)

Demonstrating how the organisation’s collaborative environment facilitated optimal resource utilisation.

The values of the company also played a significant role in fostering a resilient culture. P5 stated:

‘We maintain our culture through regular communication of our values, a collaborative work environment and recognising contributions.’ (P5)

Underscoring how shared values and recognition of employee contributions supported the culture.

Additionally, P6 noted:

‘Collaborative platforms allowed our R&D teams to continue their work remotely.’ (P6)

Illustrating how technology supported ongoing collaboration even in a remote working environment. The company’s specific reliability in key markets further reinforced its reputation. P7 remarked,

‘Our reputation for quality and reliability helps us stand out in Namibia.’ (P7)

While P8 added:

‘Our well-established credibility for excellence and dependability sets us apart in Botswana.’ (P8)

Both highlighting the organisation’s market trust in specific regions.

Furthermore, the emphasis on cross-functional efficiency allowed the organisation to maximise its resources effectively. As P8 explained:

‘Cross-functional teams enable us to streamline the use of physical resources and maximise intellectual property.’ (P8)

Overall, the findings suggest that organisational culture supported collaboration, resource utilisation and adaptability across different operational functions. These cultural attributes contributed to the organisation’s ability to maintain continuity and respond effectively to changing circumstances.

Discussion

The findings further demonstrate that intangible resources were equally important in strengthening organisational resilience and competitive advantage. Participants identified intellectual property, organisational culture, organisational reputation and employee capabilities as valuable strategic resources that enabled the organisation to sustain innovation and respond effectively to uncertainty. Patents and proprietary knowledge protected innovative products and reduced the risk of competitive imitation, while organisational culture promoted collaboration, adaptability and knowledge sharing across functional areas. In addition, a strong organisational reputation enhanced stakeholder confidence and reinforced the organisation’s ability to maintain strategic partnerships during periods of disruption. These findings are consistent with the RBV, which recognises that intangible resources are often more difficult for competitors to imitate and therefore represent important sources of sustained competitive advantage (Barney, 1991; Teece, 2014). Similar conclusions were reported by Azmy (2021), Ali et al. (2015) and Chatterjee et al. (2023), who emphasise the strategic importance of intellectual capital, organisational culture and reputation in supporting resilience and long-term organisational performance.

From a theoretical perspective, this study extends the application of the RBV by demonstrating how both tangible and intangible resources operate collectively to enhance organisational resilience within the pharmaceutical industry. While previous RBV studies have primarily focused on competitive advantage, the findings demonstrate that these resources also strengthen organisational preparedness, adaptability and responsiveness during periods of uncertainty. By integrating resource management with organisational resilience, this study contributes to the growing body of literature that positions internal organisational resources as strategic drivers of sustainable organisational performance within complex and highly regulated business environments.

Empirically, this study addresses an important gap in the literature by providing evidence from a multinational pharmaceutical organisation operating within an emerging market context. Previous studies have frequently examined tangible and intangible resources independently or within different industrial settings. This study demonstrates how the combined strategic utilisation of technological infrastructure, manufacturing capabilities, intellectual property, organisational culture and organisational reputation contributes to resilience and competitiveness within the pharmaceutical sector. The findings therefore provide empirical support for the RBV while extending current understanding of how organisations can leverage internal resources to strengthen resilience during periods of disruption.

Recommendations

Based on the findings of this study, pharmaceutical organisations should continue investing in tangible resources, particularly technological infrastructure, automation, advanced manufacturing capabilities and digital transformation initiatives. Strengthening these resources will improve operational efficiency, production flexibility and organisational responsiveness, thereby enhancing resilience during future disruptions.

Pharmaceutical organisations should also prioritise the strategic management of intangible resources, including intellectual property, organisational culture, organisational reputation and employee capabilities. Protecting patents, promoting knowledge sharing, investing in employee development and fostering collaborative organisational cultures will strengthen innovation, support organisational adaptability and sustain long-term competitive advantage.

Management should adopt an integrated resource management approach that aligns tangible and intangible resources with organisational strategy. Rather than managing physical assets and knowledge-based resources independently, organisations should ensure that technological investments are complemented by strong organisational cultures, skilled employees and effective leadership practices. Such alignment will maximise the strategic value of internal resources and improve organisational resilience.

Finally, policymakers and industry stakeholders should continue supporting initiatives that strengthen pharmaceutical innovation, technological advancement and intellectual property protection. Policies that encourage collaboration between pharmaceutical organisations, research institutions and regulatory authorities will further enhance the strategic utilisation of both tangible and intangible resources, contributing to greater resilience and competitiveness across the pharmaceutical industry.

Conclusion

This study explored how tangible and intangible resources function as strategic drivers of organisational resilience and competitiveness within a multinational pharmaceutical organisation. Guided by the RBV, the study examined the contribution of key resource categories to organisational performance during and after the COVID-19 pandemic.

The findings demonstrated that tangible resources, including technological infrastructure, automation and production capacity, together with intangible resources, including intellectual property, organisational culture and organisational reputation, played a critical role in strengthening organisational resilience and sustaining competitive advantage. These findings reinforce the central premise of RBV that valuable organisational resources constitute the foundation of long-term organisational success.

Overall, the study highlights the strategic importance of effectively managing tangible and intangible resources within pharmaceutical organisations. By leveraging these resources as strategic assets, organisations can strengthen resilience, enhance competitiveness and improve their ability to respond to future disruptions within an increasingly complex and uncertain business environment.

Acknowledgements

This article is based on research originally conducted as part of Muhammad Gabru’s master’s thesis titled ‘Exploring internal proactive management strategies in a global pharmaceutical organisation’, submitted to the Faculty of Economic and Management Sciences, North-West University in 2025. The thesis was supervised by Ephrem H. Redda and Liandi van den Berg. The thesis was reworked, revised and adapted into a journal article for publication. The original thesis is currently unpublished and was not publicly available online at the time of publishing this article.

Competing interests

The authors; Muhammad Gabru, Ephrem H. Redda and Liandi van den Berg; declare that they have no financial or personal relationships that may have inappropriately influenced them in writing this article.

CRediT authorship contribution

Muhammad Gabru: Conceptualisation, Data curation, Formal analysis, Funding acquisition, Investigation, Methodology, Project administration, Resources, Software, Visualisation, Writing – original draft, Writing – review & editing. Ephrem H. Redda: Resources, Supervision. Liandi van den Berg: Resources, Supervision. All authors reviewed the article, contributed to the discussion of results, approved the final version for submission and publication, and take responsibility for the integrity of its findings.

Funding information

The authors received no financial support for the research, authorship, and/or publication of this article.

Data availability

The data supporting the findings of this study are available from the author, Muhammad Gabru, upon reasonable request.

Disclaimer

The views and opinions expressed in this article are those of the authors and are the product of professional research. They do not necessarily reflect the official policy or position of any affiliated institution, funder, agency, or that of the publisher. The authors are responsible for this article’s results, findings, and content.

References