The capital structure implications of pursuing a strategy of innovation

By J. O’Brien. 2003

647 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/29f2d97de2f20c4595d6a1147d2acd3e8b6e705e

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Citations in the corpus

THE PROCESS OF TECHNOLOGICAL COMPETENCE LEVERAGING (2007, background): “O’Brien (2003) found that financial slack, in particular that generated by debt financing, helps firms to pursue innovation through R&D. Debt serves as a buffer that allows continuity in financial slack, such that uninterrupted investments in innovation can be made in spite of cash flow volatility…”
Slack resources, firm performance, and the institutional context: Evidence from privately held European firms (2017, background): “A lack of support for the innovation-in-the-face-of-adversity hypothesis, however, prompted Cyert and March (1963) to propose that slack, rather than ̳necessity‘, fosters innovation (e.g., Bourgeois, 1981; O‘Brien, 2003).”
Capital Structure, Environmental Dynamism, Innovation Strategy, and Strategic Risk Management (2005, methodology): “15 The relative R&D intensity was used as a measure of the extent to which the firms pursue an innovation strategy (O’Brien, 2003), which can be looked upon as the firm’s ability to create future growth options (Myers, 1977).”
Cash is surprisingly valuable as a strategic asset (2014, methodology): “Most of the variables in our sample come from the CRSP-COMPUSTAT merged database. Initially we began with all 18,128 firms (and 157,174 firmyear observations) listed in the database between the years 1987 and 2009. Following standard datascreening processes used by Villalonga (2004b) and Brush, Brom”
Offshoring innovation to emerging markets: Organizational control and informal institutional distance (2014, background): “is closely associated with its capital structure (O’Brien, 2003).”
Innovation Management Measurement: A Review (2006, neutral): “2004), have different capital management practices to facilitate slack resources (O’Brien 2003), are more tolerant of internal conflict in support of creativity (Dyer and Song 1998), and maintain organizational structures that are in the ‘intermediate zone between order and disorder’ (Brown and Eise”
Family Ownership, Board Independence, and R&D Investment (2009, background): “However, a limited R&D cash flow may be detrimental to forming and accumulating stock in R&D know-how, launching new products, or enhancing the know ledge base through acquisitions (O’Brien, 2003).”