Unused Services of a Firm's Resources: A Penrosian View of Shadow Options

Andriani, Pierpaolo; Cattani, Gino; Givry, Philippe; Narduzzo, Alessandro

doi:10.5465/ambpp.2019.18684abstract

Cited by 2 publications

(3 citation statements)

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“…Despite the broad appeal of the option‐based logic, technologies are peculiar from the point of view of options, due to their inherent fungibility, as well as the unprestateability of all possible uses and their ‘shadow‐like’ features (Andriani and Cattani, 2016, 2019). This complicates option valuation (Cattani and Mastrogiorgio, 2021; Felin et al, 2016) and makes a theory of ‘realistic real options’ more necessary (Leiblein et al, 2017; see also Adner and Levinthal, 2004).…”

Section: A Formal Frameworkmentioning

confidence: 99%

“…The intuition behind this literature goes back to Chandler (1962) and Penrose (1959), but the idea has also been central in the work of other scholars such as Klepper and Simons (2000) and Cattani (2005, 2006), who examined Corning’s entry into fibre optics via the redeployment of resources that were originally developed for glass manufacturing. The increasing attention on resource redeployment (Cattani and Mastrogiorgio, 2021) is part of an attempt to understand the different types of resources (Levinthal and Wu, 2010), their option‐rich nature (Andriani and Cattani, 2019) and their role in enacting ‘intertemporal economies of scope’ (Helfat and Eisenhardt, 2004). Part of this research has started to concentrate on the inventive and technological antecedents of resource redeployment or, in the words of Dushnitsky and Klueter (2016), the process of ‘linking inventive resources […] to commercial applications’ (p. 286).…”

Section: Introductionmentioning

confidence: 99%

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Technological Entry, Redeployability, and Firm Value

Amore

Mastrogiorgio

2022

J Management Studies

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We provide a framework that enriches our understanding of resource redeployability, i.e., the value‐generating option to withdraw resources from one use and reallocate them to another use. Existing works largely assume that the new uses of a resource are known ex ante and easily identifiable by managers. However, several cases from different industries suggest that new uses often emerge while a firm’s technology base radiates into new domains. We analyse how a firm’s technology base, by radiating into new domains that potentially reveal new uses and resource redeployment options, can spur firm value. We develop five hypotheses on the relationship between technological entry into new domains and firm value, and test them using a novel patent‐based measure in a panel of US firms.

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Section: A Formal Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Technological Entry, Redeployability, and Firm Value

Amore

Mastrogiorgio

2022

J Management Studies

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“…However, there is limited understanding regarding how these unused services or so-called “shadow options” can be unlocked to facilitate organic growth (Andriani et al , 2019). Shadow options may be defined as “investment opportunities awaiting recognition” (Bowman and Hurry, 1993, p. 763).…”

Section: Introductionmentioning

confidence: 99%

LMX and a perceived supportive environment for corporate entrepreneurship: the mediating role of psychological empowerment

Yasmin,

Zeytonli,

Houghton

et al. 2023

APJIE

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Purpose This paper aims to explore the potential explanatory mechanisms linking leader–member exchange (LMX) and a perceived supportive environment for corporate entrepreneurship. Specifically, this paper develops and tests a hypothesized moderated mediation model of the relationship between LMX and a perceived supportive environment for corporate entrepreneurship through psychological empowerment as conditional upon the level of control orientation. Design/methodology/approach Data were collected from a sample of 682 full-time working adults in the USA and were examined in a moderated mediation model in PROCESS. Findings The findings suggest that higher LMX augments perceptions of a supportive environment for corporate entrepreneurship with a mediating role for psychological empowerment and a moderating role for control orientation on that conditional relationship. Research limitations/implications This research suggests that high quality LMX relationships may enrich the human capital of firms, helping them to innovate and outperform competitors in the context of modern competitive dynamics. The study findings are limited by several factors including a cross-sectional design and a student-recruited sampling approach. Originality/value The study offers unique contributions to the leadership and entrepreneurship literature by being among the first to empirically investigate the relationship between LMX and a perceived supportive environment for corporate entrepreneurship as mediated by psychological empowerment and moderated by control orientation, yielding important insights regarding effective leadership practices for facilitating innovative behaviors and corporate entrepreneurship.

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Unused Services of a Firm's Resources: A Penrosian View of Shadow Options

Cited by 2 publications

References 0 publications

Technological Entry, Redeployability, and Firm Value

Technological Entry, Redeployability, and Firm Value

LMX and a perceived supportive environment for corporate entrepreneurship: the mediating role of psychological empowerment

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