Exploring the debate on short-termism: a theoretical and empirical analysis

By David Marginson, Laurie McAulay. 2008

378 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/31d85a5033fbc641fe57c4cf3b1803c8b89ff386

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Citations in the corpus

Dynamics of Environmental and Financial Performance (2015, neutral): “For example, Marginson and McAulay (2008) emphasize the importance of distinguishing between short-termism—“a preference for actions in the near term that have detrimental consequences for the long term”—and myopia—“the difficulty of assessing long-term consequences.””
Does a CEO’s Cultural Heritage Affect Performance under Competitive Pressure? (2018, neutral): “…the strategy literature links leader attributes such as group-mindedness to outstanding leadership (Den Hartog et al. 1999) and short-termism to unsustainable investment behavior and poor long-term prospects (e.g., Porter 1992; Marginson and McAulay 2008), our findings paint a more nuanced view.”
Leading through paradox in a COVID‐19 world: Human resources comes of age (2021, background): “There is growing recognition that shareholder wealth can be poorly correlated with the long‐term sustainability of the organisation (Dundon & Rafferty, 2018; Marginson & McAulay, 2008).”
Minding the Gap (2016, background): “These results notwithstanding, scholars have argued that pay dispersion primarily trains individuals’ efforts on near-term metrics (Marginson & McAulay, 2008).”
The clock is ticking! Executive temporal depth, industry velocity, and competitive aggressiveness (2016, background): “Therefore, variation in consideration of time horizons has implications for strategic choices (Laverty, 1996; Marginson and McAulay, 2008; Souder and Bromiley, 2012).”
Marching to the Beat of Different Drummers: The Influence of Institutional Owners on Competitive Actions (2010, background): “These investors favor stock value gains resulting from short-term performance improvements (Abarbanell, Bushee, & Raedy, 2003; Marginson & McAulay, 2008) and therefore are wary of the short-term performance implications of strategic competitive actions (Ke & Ramalingagowda, 2005; Rappaport, 2005).”
Enterprise Risk Management: Review, Critique, and Research Directions (2015, neutral): “This time-varying nature of risk ties to the management literature on managerial time horizons (Das, 1987; Marginson and McAulay, 2008; Souder and Bromiley, 2012).”
Short on Time: Intertemporal Tensions in Business Sustainability (2015, background): “…on economic short-termism, on the other hand, acknowledges the trade-off between present and future needs and finds that individuals and organizations, when faced with this trade-off, typically focus on the short term at the expense of the long term (Laverty 1996, Marginson and McAulay 2008).”
Examining a Positive Psychological Role for Performance Measures (2014, neutral): “In turn, increased uncertainty suggests increasing RA (Marginson and McAulay, 2008).”
Do High Technology Acquirers Become More Innovative (2010, methodology): “Another explanation is based on the phenomenon of economic short-termism that is often blamed on biases against long-run investments (Laverty, 1996; Marginson and McAulay, 2008).”
Tensions in Corporate Sustainability: Towards an Integrative Framework (2014, neutral): “What stands in the way of acting on sustainability imperatives, however, is the difference that managers experience between the information that is available to make decisions and the information they need (Marginson and McAulay 2008).”