Purpose As the secondhand fashion sector experiences rapid growth, traditional thrift stores are increasingly moving toward digital sales platforms to meet rising consumer demand and shifting market expectations. However, scholarly literature on fashion re-commerce remains scarce, especially concerning the logistical and operational challenges this transition entails. This study aims to bridge that gap by exploring how firms engage with fashion re-commerce and how they adapt and reconfigure their resources to operate efficiently and competitively in this evolving landscape. Design/methodology/approach This study is based on semi-structured interviews conducted with 15 fashion re-commerce companies operating in the Nordic region. Using the resource-based view as a theoretical lens, the paper identifies critical resource dependencies and the enabling role of digital technologies in achieving operational efficiency and scalability. Findings The analysis identifies four distinct fashion re-commerce operating models based on resource typologies of a firm. Resource-based view analysis reveals that logistics capabilities, digital infrastructure, brand reputation and partner networks are core resources enabling the selection of a suitable model. Resource bundling and orchestration differ by model, influencing scalability and efficiency. Advanced technologies, such as AI-powered tools, RFID-based tracking and data-driven tools, are key enablers in streamlining operations. Technology acts as both a capability amplifier and a substitute for certain labor-intensive resources in fashion re-commerce business models. Originality/value This paper is among the first to categorize fashion re-commerce operating models systematically and link them to RBV-based resource configurations. It contributes to both the circular economy and strategic management literature by revealing how firms can leverage resources and technology for sustainable and profitable re-commerce operations.
Dissanayake et al. (Thu,) studied this question.