CAPITAL INVESTMENT AS INVESTING IN ORGANIZATIONAL CAPABILITIES: AN EMPIRICALLY GROUNDED PROCESS MODEL

By Catherine A. Maritan. 2001

305 citations recorded by the source corpus.

Subfields: Finance, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7410d048ff03bf4d773072e6c2e61c657cf6eac2

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Citations in the corpus

Innovations and the role of complementarities in a strategic theory of the firm (2007, background): “13 See Markides (1995) for detailed empirical evidence support ing the relative superiority of focused corporate strategies. Of course, the reasons may be different from the one given by Rajan and Zingales (2001a).”
What Do Resource- and Capability-Based Theories Propose? (2011, methodology): “Building on Bower (1970), Maritan (2001) provides a detailed case study of capital investment in a large U.S. pulp and paper firm that shows that different decision processes are used to invest in existing and new capabilities.”
Information Technology Governance in Information Technology Investment Decision Processes: The Impact of Investment Characteristics, External Environment, and Internal Context (2008, background): “It has been widely recognized that IT decisions are affected by not only the final decision maker, but also other organizational actors who initiate , develop, and manage the investment proposals (Bower 1970; Carter 1971; Maritan 2001; Mintzberg et al. 1976; Weill and Olson 1989).”
Self-regulation and moral awareness among entrepreneurs (2009, methodology): “…self-regulation rank based upon promotion pride and entrepreneurial self-efficacy, I then linked the survey and interview data by entering the coding frequencies for moral awareness for each entrepreneur into the database containing the survey data (cf. Maritan, 2001; Miles and Huberman, 1994).”
Dynamic Managerial Capabilities (2015, background): “In addition, the studies of Holbrook et al. (2000), Galunic and Eisenhardt (1996), Maritan (2001), Salvato, Simons (1994), Tushman et al. (2010), and Martin (2011a) provide clear evidence of managerial intent in guiding strategic change.”
THE PROCESS OF TECHNOLOGICAL COMPETENCE LEVERAGING (2007, background): “Resource allocation involves pinpointing generic resources to be transformed into specific resources (Maritan, 2001; Noda and Bower, 1996; Noda and Collis, 2001).”
Make it strategic! Financial investment logic is not enough (2011, background): “by influencing the hierarchic level at which a project is initiated and the hierarchic level of the managers championing a project (Maritan 2001), the decision mode (analytic or intuitive), and the whole decisionmaking process (Dean and Sharfman 1993).”
Exploring the Antecedents of Potential Absorptive Capacity and Its Impact on Innovation Performance (2008, unknown): “Organizational experience with knowledge search can also reduce uncertainty and thus increase a firm’s procedural rationality [27,28], which is defined as the extent to which decision makers collect, analyze and rely upon relevant information.”
The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, unknown): “…cognition, managerial social capital, and managerial human capital (for more details see Helfat & Martin, 2015) – while others (Helfat et al., 2007; Maritan, 2001) have labeled DC processes on the individual level as ‘asset orchestration’, comprising the search for resources and…”