TITLE

The Importance of Organizational Infrastructure (OI)

AUTHOR(S)
Lev, Baruch
PUB. DATE
July 2002
SOURCE
Financial Executive;Jul/Aug2002, Vol. 18 Issue 5, p33
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
The article discusses the concept of organizational infrastructure (OI), which is based on macroeconomic growth and total factor productivity (TFP) theories, and the microeconomic analogue of TFP that is called corporate organizational infrastructure. Three examples are given which explain how OI contributes to corporate productivity. They focus on information technology, management compensation, and the valuation of growth prospects and executive ability by institutional investors. An equation for the valuation of OI, which includes resources and physical assets, is given. The value creation chain of capital is mentioned. Nine issues on the agenda for the Intangibles Movement include the status quo, organizational structure of research and development, and brand values.
ACCESSION #
11873383

 

Related Articles

  • Reputational Discounting: Factors Reducing the Influence of Organizational Reputation. Dhalla, Rumina; Carayannopoulos, Sofy // Corporate Reputation Review;Jun2013, Vol. 16 Issue 2, p150 

    While much is known about the benefits of a positive organizational reputation, little is known about when reputations do not provide the expected benefits. Using qualitative data and the resource-based view of the firm, this exploratory study examines this question. The research findings extend...

  • Social Capital Determinants of Preferential Resource Allocation in Regional Clusters. Pulles, Niels J.; Schiele, Holger // Management Revue;2013, Vol. 24 Issue 2, p96 

    Regional clusters are known to facilitate firms in achieving higher levels of competitive advantage. This observation suggests that cluster firms manage to obtain better competitive resources than firms outside the cluster. The strong social ties in regional clusters are considered to be a...

  • The Effects of Customer Relationships and Social Capital on Firm Performance: A Chinese Business Illustration. Xueming Luo; Griffith, David A.; Liu, Sandra S.; Yi-Zheng Shi // Journal of International Marketing;2004, Vol. 12 Issue 4, p25 

    The authors use the resource-based view of the firm to frame the direct, relative, and synergistic effects of three firm relational resources (i.e., customer relationships, business-partner social capital, and governing-agency social capital) on firm performance (strategic and financial) in a...

  • A Research Proposal to Examine Entrepreneurship in Family Business. Durán-Encalada, Jorge A.; Martin-Reyna, Juan M. San; Montiel-Campos, Héctor // Journal of Entrepreneurship, Management & Innovation;2012, Vol. 8 Issue 3, p58 

    This paper builds on existing theoretical and empirical studies in the areas of family business and entrepreneurship. It uses Dubin's theory building framework to propose a model for conducting research of family businesses and its linkage to entrepreneurial activities in Mexico. This works...

  • The Influence of External Stakeholders and Expansion Strategies on the Relationship between Organisational Resources and Firm Performance. John, Mahasi; Awino, Z. P.; Pokhariyal, G. P.; Beatrice, Ombaka // Journal of Emerging Trends in Economics & Management Sciences;Oct2013, Vol. 4 Issue 5, p449 

    For decades, the field of strategic management has focused on the determination of drivers of performance and the causes of variation in performance within and between firms. The frameworks so far identified such as resources, external stakeholders and expansion strategies provide partial...

  • On the Strategic Accumulation of Intangible Assets. Knott, Anne Marie; Bryce, David J.; Posen, Hart E. // Organization Science;Mar/Apr2003, Vol. 14 Issue 2, p192 

    The resource-based view holds that firms can earn supranormal returns if and only if they have superior resources and those resources are protected by some form of isolating mechanism preventing their diffusion throughout industry. One isolating mechanism that has been proposed for intangible...

  • Harvesting Intangible Assets. Sherman, Andrew J. // Harvesting Intangible Assets;1/7/2013, p1 

    In a sense, all people are farmers; marking their turf, planting seeds, nurturing them, and preparing for the harvest. People follow a deeply rooted agricultural-like process in their daily lives, hoping that the results will be directly tied to their efforts and expertise. In Harvesting...

  • Understanding Strategic Alliances from the Effectual Entrepreneurial Firm's Perspective — An Organization Theory Perspective. Geh, Eugene // SAM Advanced Management Journal (07497075);Autumn2011, Vol. 76 Issue 4, p27 

    The article offers the author's insights on aspects of a study on the formation of strategic alliances of entrepreneurial firms. He cites various features of entrepreneurial firms, which are seen as pro-active and risk takers and less bureaucratic, by resource dependence theory and...

  • THE COMPLEX RESOURCE-BASED VIEW: IMPLICATIONS FOR THEORY AND PRACTICE IN STRATEGIC HUMAN RESOURCE MANAGEMENT. Colbert, Barry A. // Academy of Management Review;Jul2004, Vol. 29 Issue 3, p341 

    I consider the implications for research and practice in strategic human resource management (SHRM) of a complex, living-systems extension of the resource-based view (RBV). I do so by demonstrating that concepts from complexity align well with the RBV, and I extend the RBV by considering...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics