How and when do firms translate slack into better performance?

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Many studies have tested the impact of organizational slack on performance, and yet little is known about how managers make use of slack, and in what circumstances it is most beneficial. We show that the managers of firms with higher levels of slack tend to overinvest, which will have a negative impact on performance, but at the same time they may innovate, which will subsequently have a positive impact. Our results also indicates slack is more beneficial when the firm has many profitable investment opportunities. We show that different types of slack influence performance differently, the total effect of available slack on performance being positive, whereas that of recoverable slack on performance being negative.
Original languageEnglish
Pages (from-to)445-459
Number of pages15
JournalBritish Accounting Review
Issue number5
Early online date5 Jun 2017
Publication statusPublished - Sept 2017


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