Doing the right thing and knowing the right thing to do: why the whole is greater than the sum of the parts

By Richard Makadok. 2003

178 citations recorded by the source corpus.

Subfields: Accounting, Finance, Safety Research

View Paper: https://www.semanticscholar.org/paper/f40498c953c4e67c4cc316e9fad70df87f826f28

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Citations in the corpus

International oil price uncertainty and corporate investment: Evidence from China's emerging and transition economy (2017, background): “From the perspective of microeconomics, corporate investment and its efficiency not only determine corporate operating performance and intrinsic value but also have an influence on the stable and healthy development of the whole national economy (Porter, 1980, 1998; Makadok, 2003).”
Innovative Knowledge Assets and Economic Performance: The Asymmetric Roles of Incentives and Monitoring (2009, background): “exceptions (Castanias & Helfat, 1991; Gottschalg & Zollo, 2007; Makadok, 2003; Wang & Barney, 2006), 6 the authors of most studies following the resource-based or knowledge-based tradition have generally assumed away potential agency problems in the resource deployment process.”
Market frictions as building blocks of an organizational economics approach to strategic management (2013, background): “13 The preceding 13 Mahoney (2001) and Makadok (2003) tightly link the first question of why firms exist to the second question of why some firms outperform others.”
Resources and transaction costs: how property rights economics furthers the resource‐based view (2005, methodology): “The development of mathematical RBV models has recently begun (e.g., Makadok, 2003).”
The Resource-Based View: A Review and Assessment of Its Critiques (2010, methodology): “Only by combining both approaches will we be able to understand which resources and capabilities are sources of SCA and how some firms are able to perform better than others (Holcomb, Holmes Jr., & Connelly, 2009; Mahoney, 1995; Makadok, 2003; Sirmon, Gove, & Hitt, 2008; Sirmon, Hitt, & Ireland, 200”
Economic Foundations of Strategy (2004, background): “• Makadok (2003): This paper models mathematically the joint impact of two determinants of profitable resource advantages: the accuracy of managers’ expectations about the future economic value of a resource, and the severity of agency problems that cause manager’s interests to diverge from those…”
Agency, Strategic Entrepreneurship, and the Performance of Private Equity–Backed Buyouts (2009, background): “…hand, managers in divisions may also be in a weaker bargaining position prior to buyout to capture returns from their tacit knowledge and idiosyncratic skills; governance and remuneration schemes may not adequately incentivize the performance of managers in individual divisions (Makadok, 2003).”
Value Creation through Novel Resource Configurations in a Digitally Enabled World (2017, background): “Indeed, strategy scholars have noted the importance of ﬁ rst considering a focal ﬁ rm ’ s total value creation for all of its value-creation partners (e.g., customers, suppliers) in conceiving a focal ﬁ rm ’ s strategies (Brandenburger & Stuart, 1996; Makadok, 2003).”
The relationships between intangible organizational elements and organizational performance (2004, background): “The recent study by Makadok (2003) demonstrated the strategic implication of a synergistic interaction between governance and competence (similar, for instance, to the interaction between managerial competence and internal auditing/control in this study), arguing that superior firms (e.g.,…”
A situated metacognitive model of the entrepreneurial mindset (2010, background): “It has been suggested that decisions as to how to leverage these resources (i.e., in what markets, in what combinations) is a function of the decision-maker's expectations as to the utility of the resource (Makadok, 2003).”
Interest alignment and competitive advantage (2007, background): “3 A notable exception is the recent work by Makadok (2003) , which highlights the need to consider both skill and effort in a formal agency model.”