The managerial rents model: Theory and empirical analysis

By R. Castanias, Constance E. Helfat. 2001

732 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6d3358445ec58191c1cf5e22d704f4442c7a1caa

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Citations in the corpus

‘I Like How You Think’: Similarity as an Interaction Bias in the Investor–Entrepreneur Dyad (2011, unknown): “In previous research, human capital has often been assessed empirically by analysing an individual’s work experience (Castanias and Helfat, 2001), whereas social capital is often gauged by personal references (Carter et al.”
Dynamic Managerial Capabilities (2015, background): “Social capital also affects the development of human capital through the knowledge that managers obtain from their social relationships (Castanias & Helfat, 2001; Coleman, 1988).”
Managerial capabilities and paths to growth as determinants of high-growth small and medium-sized enterprises (2011, background): “Castanias and Helfat (2001) developed the concept of managerial resources and capabilities using a managerial rents model.”
How do threshold firms sustain corporate entrepreneurship? The role of boards and absorptive capacity (2009, background): “These directors are also successful business and industry leaders who have important connections and possess specialized knowledge and skills that could be an asset to threshold companies (Castanias and Helfat, 2001).”
Breakthrough Board Performance: How to Harness Your Board’s Intellectual Capital (2004, background): “In the management context, human capital has been variously described as the “innate and learned abilities, expertise, and knowledge” of actors (Castanias and Helfat, 2001: 662) and the “tacit knowledge embedded in the minds of managers” (Bontis, 1999: 443).”
Opportunity Identification and Pursuit: Does an Entrepreneur’s Human Capital Matter? (2008, background): “Davidsson and Honig (2003), however, detected that nascent entrepreneurs with higher levels of education were more likely to identify opportunities, but they were not more likely to pursue identified opportunities.”
Andrew Carnegie and the foundations of contemporary entrepreneurial philanthropy (2011, background): “The deployment and rapid accumulation of social capital is crucial and dependent on the abilities and performance of the entrepreneur (Casson, 1994 ; Castanias & Helfat, 2001 ; Penrose, 1959 ).”
Can Directors Impact Performance? A case‐based test of three theories of corporate governance (2007, unknown): “If, as Lorsch and MacIver (1989) report, directors are the “firefighters” of an organisation, then it is likely that any board effect on firm performance will be highly dependent on context-specific situations such as stage of organisational life cycle (Johnson, 1997), industry homogeneity and regul”
Interest alignment and competitive advantage (2007, background): “Managerial rent theorists ( Castanias & Helfat, 1991, 2001 ), for example, submit that the availability of skills that have rent generation potential is a necessary but not sufficient condition for rent generation.”
Corporate effects and dynamic managerial capabilities (2003, background): “An expansion of this framework includes a category of related-industry skills that transfer to firms in other industries that make related products or utilize related resources and capabilities ( Castanias and Helfat, 2001 ).”
International opportunity recognition in international new ventures—a dynamic managerial capabilities perspective (2015, methodology): “Following the logic of the RBV (Barney 1991), Castanias and Helfat (2001) suggest that managerial resources, defined as the skills and abilities of managers, can be difficult to replicate quickly.”