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Opportunity costs and non-scale free capabilities : (Record no. 40219)

000 -LEADER
fixed length control field 02314naa a2200241uu 4500
001 - CONTROL NUMBER
control field 1082210295637
003 - CONTROL NUMBER IDENTIFIER
control field OSt
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20240523062554.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 110822s2010 xx ||||gr |0|| 0 eng d
999 ## - SYSTEM CONTROL NUMBERS (KOHA)
Koha Dewey Subclass [OBSOLETE] PHL2MARC21 1.1
041 ## - LANGUAGE CODE
Language code of text/sound track or separate title eng
100 1# - MAIN ENTRY--PERSONAL NAME
Personal name LEVINTHAL, Daniel A.
9 (RLIN) 24929
245 10 - TITLE STATEMENT
Title Opportunity costs and non-scale free capabilities :
Remainder of title profit maximization, corporate scope, and profit margins
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc. U.S.A :
Name of publisher, distributor, etc. Wiley-Blackwell,
Date of publication, distribution, etc. july 2010
520 3# - SUMMARY, ETC.
Summary, etc. The resource-based view on firm diversification, subsequent to Penrose (1959), has focused primarily on the fungibility of resources across domains. We make a clear analytical distinction between scale free capabilities and those that are subject to opportunity costs and must be allocated to one use or another, thereby shifting the discourse back to Penrose's (1959) original argument regarding the stock of organizational capabilities. The existence of resources and capabilities that must be allocated across alternative uses implies that profit-maximizing diversification decisions should be based upon the opportunity cost of their use in one domain or another. This opportunity cost logic provides a rational explanation for the divergence between total profits and profit margins. Firms make profit-maximizing decisions to increase total profit via diversification when the industries in which they are currently competing become relatively mature. Due to the spreading of these capabilities across more segments, we may observe that firms' profit-maximizing diversification actions lead to total profit growth but lower average returns. The model provides an alternative explanation for empirical observations regarding the diversification discount. The self-selection effect noted in recent work in corporate finance may not be indicative of inferior capabilities of diversifying firms but of the limited opportunity contexts in which these firms are operating.
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Desenvolvimento Organizacional
9 (RLIN) 12229
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
9 (RLIN) 12540
Topical term or geographic name entry element Capacitação Profissional
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Finanças
9 (RLIN) 12128
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
9 (RLIN) 12712
Topical term or geographic name entry element Teoria Administrativa
700 1# - ADDED ENTRY--PERSONAL NAME
Personal name WU, Brian
9 (RLIN) 45353
773 08 - HOST ITEM ENTRY
Title Strategic Management Journal
Related parts 31, 7, p. 780-801
Place, publisher, and date of publication U.S.A : Wiley-Blackwell, july 2010
International Standard Serial Number ISSN 01432095
Record control number
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Koha item type Periódico
998 ## - LOCAL CONTROL INFORMATION (RLIN)
-- 20110822
Operator's initials, OID (RLIN) 1029^b
Cataloger's initials, CIN (RLIN) Fernanda
998 ## - LOCAL CONTROL INFORMATION (RLIN)
-- 20111019
Operator's initials, OID (RLIN) 1508^b
Cataloger's initials, CIN (RLIN) Keicielle

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