Explaining temporal orientation: Evidence from the durability of firms' capital investments

By David Souder, Philip Bromiley. 2012

200 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/1f38cb30ed825b31e6b4c22b712c11e90ec962fc

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Citations in the corpus

Does a Long-Term Orientation Create Value? Evidence from a Regression Discontinuity (2017, background): “This echoes the recent call to study how time horizons shape organizations and their strategic decisions (e.g., Ancona et al., 2001b; Slawinski and Bansal, 2015; Souder and Bromiley, 2012).”
Biases in the selection stage of bottom-up strategy formulation (2013, background): “Empirical investigations of the selection of more versus less risky organizational actions, for instance, have primarily examined these decisions at the level of the organization as a whole (e.g., Bromiley, 1991; Greve, 1998; Souder and Bromiley, 2012).”
Does Infrastructure Investment Lead to Economic Growth or Economic Fragility? Evidence from China (2016, unknown): “In particular, ‘Capital budgeting processes link CAPX closely to expectations about future firm profits and liquidity’ (Souder and Bromiley, 2012, p. 554).”
What do we know about Private Family Firms? A Meta–Analytical Review (2015, background): “For instance, Souder and Bromiley (2012) imaginatively use depreciation data from firm financial statements to determine the quality and durability of firm capital investments and to explain their decision horizons.”
Entry Timing (2015, background): “Recent work on temporal orientations (e.g., Brigham, Lumpkin, Payne, & Zachary, 2014; Souder & Bromiley, 2012) may be particularly applicable with regard to how organizations strategically approach entry over time.”
The clock is ticking! Executive temporal depth, industry velocity, and competitive aggressiveness (2016, background): “Second, prior research has considered only future time horizons (Das, 1987; Laverty, 1996; Marginson and MacCaulay, 2008; Souder and Bromiley, 2012).”
Corporate Social Responsibility during COVID-19 Pandemic (2020, background): “Likewise, in the scenario of economic uncertainty in which we find ourselves, this type of manager would make decisions with a short-term horizon [41], which is characterized by a trend of underinvestment [42,43], limiting funds for capital investment, research and development, and CSR [44–46].”