Sustainability and competitive advantage in small restaurants: a dynamic resource–relationship framework

Abstract

Purpose: This study examines how sustainability strategies contribute to sustained competitive advantage in small restaurants, using an integrated framework that combines the Resource-Based View (RBV), Stakeholder Theory and Dynamic Capabilities (DC). Design/methodology/approach: A mixed-methods study of 128 restaurants in Barcelona assesses environmental and social sustainability commitments and analyzes how restaurant size, responsible practices and certifications relate to competitive advantage. Findings: Despite limited resources, small restaurants achieve sustainable competitive advantage by strategically leveraging stakeholder trust and eco-certifications as DC, reconfiguring resources and relationships to adapt to evolving sustainability demands and market conditions. Research limitations/implications: The study is context-specific to Barcelona, limiting generalizability to other regions. Practical implications: Restaurant owners can strengthen sustainability performance by developing adaptive capabilities that convert certifications and stakeholder relationships into strategic assets. Policymakers should simplify eco-certification schemes and tailor them to SME needs. Social implications: Strengthening stakeholder relationships can foster community engagement, promote fair labor practices and enhance social cohesion in the hospitality sector. Originality/value: This study advances a hybrid framework integrating the RBV, Stakeholder Theory and DC, showing that small restaurants achieve sustainable competitive advantage from the strategic orchestration of key resources in response to evolving stakeholder and environmental pressures.