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Books on the topic 'Capital Capabilities'

Author: Grafiati

Published: 4 June 2025

Last updated: 23 June 2025

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1

Corporation, Rand, Acquisition and Technology Policy Center, Joint Improvised Explosive Device Defeat Organization (U.S.), and National Defense Research Institute (U.S.), eds. Venture capital and strategic investment for developing government mission capabilities. RAND Corporation, 2014.

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2

D.C.) Defense Business Board (Washington. Enhancing the Department's management capabilities. Defense Business Board, 2010.

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3

Platje, Joost. Institutional capital: Creating capacity and capabilities for sustainable development = Kapitał instytucjonalny : tworzenie zdolności i możliwości dla zrównoważonego rozwoju. Wydawnictwo Uniwersytetu Opolskiego, 2011.

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4

United States. General Accounting Office, ed. Human capital: Major human capital challenges at the Departments of Defense and State : statement of Henry L. Hinton, Jr., Managing Director, Defense Capabilities and Management, before the Subcommittee on Oversight of Government Management, Restructuring and the District of Columbia, Senate Committee on Governmental Affairs and the Subcommittee on Civil Service and Agency Organization, House Committee on Government Reform /. The Office, 2001.

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5

Sigidov, Yuriy, Galina Yasmenko, Elena Oksanich, et al. Accounting and analysis. INFRA-M Academic Publishing LLC., 2022. http://dx.doi.org/10.12737/1867627.

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The textbook outlines the most important aspects of accounting and analysis of assets, liabilities and capital of the organization. The presented material consists of two parts. The first part sets out the concept, tasks and functions of accounting, regulatory regulation of accounting in the Russian Federation, ethical requirements for an accountant; describes the subject and method of accounting, types and structure of accounting accounts and rules for the formation of correspondence accounts; organizational and methodological foundations of economic analysis are considered. The second part describes the methods of accounting and analysis of assets, liabilities and capital of the organization — fixed assets, intangible assets, inventory, settlements with personnel on wages, costs of production and sale of products (works, services), etc. Attention is paid to the basics of the formation of accounting statements, as well as the information capabilities of the analysis of accounting (financial) statements of the company. It is intended for students of the specialty program "Economic Security", bachelor's degree programs "Economics" and "Management", as well as students of the system of additional professional education.

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6

Bebbington, Anthony. Capitals and capabilities: A framework for analysing peasant viability, rural livelihoods and poverty in the Andes. IIED, 1999.

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7

Teece, David J. Human Capital, Capabilities, and the Firm. Oxford University Press, 2011. http://dx.doi.org/10.1093/oxfordhb/9780199532162.003.0022.

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8

Pakistan Human Capital Review: Building Capabilities Throughout Life. Communications Development, Incorporated, 2023.

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9

Pakistan – Human Capital Review: Building Capabilities Throughout Life. Washington, DC, 2023. http://dx.doi.org/10.1596/39629.

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10

Hannon, Cliona. Capital, Capabilities and Culture: A Human Development Approach to Student and School Transformation. Vernon Art and Science Inc., 2020.

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11

Hannon, Cliona. Capital, Capabilities and Culture: A Human Development Approach to Student and School Transformation. Vernon Art and Science Inc., 2020.

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12

Helfat, Constance E., Will Mitchell, David J. Teece, et al. Dynamic Capabilities: Understanding Strategic Change in Organizations. Blackwell Publishing Limited, 2007.

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13

Helfat, Constance E., Will Mitchell, David J. Teece, et al. Dynamic Capabilities Resource-Based Change in Organizations. Blackwell Publishing Limited, 2007.

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14

Majumdar, Sumit K. Capital and Capitalism. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780199641994.003.0002.

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The chapter summarizes the nature of capital and capitalism. The chapter also highlights concepts related to the role of the State in economic activity, and the nature of industrial policy. The initial concepts dealt with are that of capital as a fund, capital as structure and capital as capabilities. Capitalism necessitates socially organizing production. Assessing organizational and administrative contingencies is important for understanding capitalism. Institutions are the bedrock of capitalism. The broad roles of Government, in designing laws and regulations, building infrastructure and acting as entrepreneur, are discussed. The implementation of national industrial strategies facilitates growth. The nature of industrial strategies is highlighted. Industrial policy activities, as defined by the three facets of institutions, innovation and involvement, are discussed. With respect to India’s industrial strategy, independent India’s founders’ visions of a modern industrial society, grounded in a need to involve Government in institution building, are introduced.

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15

Capital, Capabilities and Culture [PDF]: A Human Development Approach to Student and School Transformation. Vernon Art and Science Inc., 2020.

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16

(Editor), Hardimos Tsoukas, and Nikolaos Mylonopoulos (Editor), eds. Organizations as Knowledge Systems: Knowledge, Learning and Dynamic Capabilities. Palgrave Macmillan, 2004.

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17

XIANG, JIA PENG. Social Capital. Innovation. and Sustainable Competitive Advantage: An Empirical Study of the Real Estate Industry Based on Dynamic Capabilities. 经济管理出版社, 2019.

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18

Helm, Dieter. Sustainable Economic Growth and the Role of Natural Capital. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198803720.003.0016.

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The conventional economic approaches to economic growth have focused on macroeconomic aggregates and on neoclassical microeconomic foundations; on flows rather than stocks; and on utility rather than capabilities. This chapter presents an alternative asset-based approach, focused on balance sheets and capital maintenance. The starting point is the assets necessary to provide the capability for consumers and businesses to participate in the economy. Many of these are infrastructures and public goods, and among these natural capital plays a central role. The depletion of natural capital in the twentieth century, notably the atmosphere and biodiversity, has overstated economic growth and left a legacy of capital maintenance and enhancement. The chapter defines the rules for a sustainable economic growth path, incorporating natural capital.

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19

Capitals and Capabilities. International Institute for Environment and Development, 1999.

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20

Legenzova, Renata, Gintarė Leckė, and Ernesta Lupeikytė. SMEs Dynamic financial resilience and its enablers. Vytautas Magnus University, 2024. https://doi.org/10.7220/20.500.12259/272445.

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The dataset represents the original data from an online survey of Lithuanian small- and medium-entity entrepreneurs (a total of 254 answers). The survey aimed to evaluate a capabilities-based dynamic approach to SMEs' financial resilience, focusing on four groups of financial management-related capabilities (profitability management, working capital management, asset management and investments; financing decisions) across three (proactive, responsive & adaptive, and reactive) phases of dynamic financial resilience. Also, data on two enablers of financial resilience: entrepreneurs’ financial management knowledge and the SMEs’ financial management-related internal control systems are provided. Financial resilience components and the enablers were measured by a five-point Likert scale, with 1 (strongly disagree) to 5 (strongly agree).

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21

Toye, John. Development with a human face, 1980–. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198723349.003.0010.

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Early attempts to humanize political economy raised two questions—the class interests of owners of land and capital and the politics of moving to a reformed system of wealth valuation. These two problems recurred when Mahbub ul Haq revolted against the conventional techniques of development planning and advocated a reform that included targets for the structure of consumption, expressed in physical and not financial terms. This basic needs approach was criticized for being top-down, state-led, and foundering on the difficult politics of reform. Amartya Sen rejected the metric of both utility and commodities and argued for that of capabilities to function, but declined to propose a set of basic human capabilities—while supporting ul Haq’s simplistic Human Development Index. Poverty has many dimensions, but even the new multiple poverty index needs to justify the dimensions chosen for inclusion.

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22

Bouchillon, B. C. Competence, Presence, Trust, and Hyperpersonal-ness. The Rowman & Littlefield Publishing Group, 2022. https://doi.org/10.5040/9781666987102.

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As the U.S. population has increasingly withdrawn into itself, Competence, Presence, Trust, and Hyperpersonal-ness considers the importance of communication technology for helping citizens become socially proficient in ways that transcend digital and physical environments. Experiencing computer-based social platforms as realistic and intimate allows networked social competence to add to interpersonal competence, Bouchillon argues. Trust is shown to benefit, and during the COVID-19 pandemic, he demonstrates that socially distanced individuals replicated their interpersonal lives using technology, and increased their social competence by doing so. Results suggest that society has reached the moment of hyperpersonal-ness, with computer-based social capabilities and feelings of presence being used to develop interpersonal competence and social capital, even in seclusion.

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23

Disaster capacity in the National Capital Region: Experiences, capabilities, and weaknesses : hearing before the Subcommittee on Economic Development, Public Buildings, and Emergency Management of the Committee on Transportation and Infrastructure, House of Representatives, One Hundred Eleventh Congress, first session, April 3, 2009. U.S. G.P.O., 2009.

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24

Krishna, Anirudh. Missing Links in the Institutional Chain. Edited by Carol Lancaster and Nicolas van de Walle. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199845156.013.6.

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This article examines how the chain of institutions that links individuals and communities with the state and with markets helps promote economic development and democracy. It argues that strengthening institutional chains with links at the grassroots, or local, level, such as school boards and parent-teacher associations, district offices of congressmen or political parties, or neighborhood councils, would help citizens diminish the power of local oligarchies, make ruling elites more accountable, and do something about indifferent bureaucrats. Citing the case of Rajasthan and Madhya Pradesh in India, the article illustrates how human capabilities and individual agency can help communities close the existing institutional gaps by effectively utilizing collective resources in the service of democracy and development. It shows that economic development is possible through democratic participation and by connecting social capital with programs of the state and with market-based opportunities.

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25

Hemerijck, Anton. Social Investment and Its Critics. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198790488.003.0001.

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The introduction to the volume surveys the emergence, diffusion, limits, merits, and politics of social investment as an ‘emerging’ welfare policy paradigm for the knowledge-based economy. After revisiting its intellectual roots, the chapter surveys the criticisms that are levelled against the social investment perspective in the academic literature. Provoked by critics, and also the growing evidence of social investment headway and theoretical progress, the chapter subsequently develops a multidimensional life-course taxonomy of three complementary social investment functions: (1) easing the ‘flow’ of contemporary labour-market and life-course transitions; (2) raising the quality of the ‘stock’ of human capital and capabilities; and (3) maintaining strong minimum-income universal safety nets as income protection and economic stabilization ‘buffers’, as a heuristic template for analysing the interdependent character of social investment policy reform through the lens of the life-course contingencies of the knowledge economy and modern family demography.

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26

Kale, Prashant, and Harbir Singh. Innovation in Indian Business Groups. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780199476084.003.0004.

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Innovation is a critical to the success of large, diversified Indian business groups and this chapter explores the specific organizational mechanisms they have adopted to enable and foster innovation in their organizations. First, these groups provide internal markets for much needed capital and talent necessary for innovation to make up for sufficient lack of these institutions externally. In addition, they have pursued the following actions: (a) significantly upped their investments in R&D and innovation, (b) created internal leadership councils to oversee and promote innovation, (c) created an innovation culture that encourages and celebrates entrepreneurship, risk-taking, and tolerance for failure, (d) undertaken formal learning interventions to build the innovation capabilities of their managers, and (e) set-up formal units to in-source innovation from external sources. Indian companies are yet in the early stages of this journey and will have to sustain these practices to demonstrate durable success with innovation.

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27

Reed, Matt, and Joss Langford. The University Partnership Playbook. Liverpool University Press, 2021. http://dx.doi.org/10.3828/liverpool/9781789621266.001.0001.

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This playbook provides guidance to commercial innovators on how best to exploit the knowledge and resource capital of universities. It is a book of strategies and tactical plays, written by practitioners, for practitioners. It is designed to help innovators develop more effective approaches to benefitting from early stage university research. The authors are commercial innovators, experienced in the creation of partnerships to create and exploit valuable new ideas. They have decades of senior level experience in the research, innovation and product development teams of large multi-nationals, smaller high-tech companies, and start-up businesses. The unique perspectives offered by the authors cover all the key issues that an innovator needs to understand to help them achieve high-impact and mutually beneficial partnerships with academic researchers. It will enhance the research, innovation, and product development capabilities of the company you work for. If you use the tools we present here, you will be able to form productive and long-lasting partnerships that will benefit both your company and your collaborators.

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28

Hitt, Michael A., Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley, and Douglas Michael Wright, eds. The Oxford Handbook of Strategy Implementation. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780190650230.001.0001.

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Selecting the best strategy is important if a firm is to achieve and maintain a competitive advantage, but many strategies fail not because they are improperly formulated but because they are poorly implemented. Strategy implementation is among the most important and most challenging issues with which top executives must deal, and effective implementation can help firms achieve high performance. Therefore, a greater understanding of the critical dimensions of strategy implementation is needed. This handbook is designed to provide a deeper understanding of topics important for the implementation of strategy. There are three major sections of the book: resources and governance, managing human capital, and accounting control systems. Resources must be acquired, developed, and configured to create the capabilities needed for implementing a firm’s strategy. However, because of the dynamic competitive landscapes in which most firms operate, strategies frequently change. Corporate governance not only guides the formulation of appropriate strategies but also ensures that proper implementation actions are taken. Because the most important resource for implementing strategy is human capital, the firm must engage in highly effective human resource management practices that attract, motivate, develop, and retain the highest quality human talent available. As a result, effective workforce management at all levels in the organization is essential to successful strategy implementation. Managing assets and controlling managerial behavior are critical to strategy implementation: assets can be managed and managerial behavior controlled using accounting-based data. The careful design of such systems promotes innovation and creative activity and identifies earnings, thereby promoting positive managerial actions to achieve desired financial outcomes.

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29

Zaloga, Steven J. Tanks in the Philippines 1944–45. Bloomsbury Publishing Plc, 2024. http://dx.doi.org/10.5040/9781472859419.

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The first book to examine the Japanese and American tank forces in the Philippines campaigns, which saw the biggest armored clashes of the Pacific War. The Philippines saw the most extensive tank combat of any single theater in the Pacific War. In this book, armor expert Steven J. Zaloga explains the capabilities of the tank forces involved and how they fought. He explains how while the first tank clashes on Leyte were relatively small scale, the fighting for Luzon, including the capital Manila, saw massive use of tanks by Pacific standards, and indeed, Luzon was the only place where a Japanese armored division was thrown into combat against US forces. While there was some tank-vs-tank combat in northern Luzon when the Japanese 2nd Tank Division faced separate US Army tank battalions, most tank fighting in the Philippines involved their use in the traditional infantry support role, including in the largest urban battle of the Pacific War, the horrific struggle for Manila. Packed with rare archive photos and detailed original illustrations of the tanks, this book offers a concisely detailed account of the neglected role of armor in the recapture of the Philippines.

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30

Duhaime, Irene M., Michael A. Hitt, and Majorie A. Lyles, eds. Strategic Management. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780190090883.001.0001.

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This contributed volume provides the knowledge portfolio for the Strategic Management field. Strategic Management has experienced significant growth as a research discipline and builds on strong theoretical and empirical research to provide valuable knowledge for managerial practice. The book is designed to capture the rich breadth and depth of knowledge in the field as well as insightful examinations of critical topics for the future and opportunities for future research (50 percent of the focus). Such information and knowledge are critical for all current and future scholars in the field and for thoughtful executives as well. The 37 chapters by well-known and highly respected scholars capture the essence of the field. They address the field’s evolution, the primary economic and organization theories underlying the base of knowledge, and the critical methodologies used to conduct research. The chapters cover topics of major importance (and their primary subtopics), such as corporate strategy (diversification, acquisitive growth, divestitures), strategic entrepreneurship (nascent firms, industry emergence, technology entrepreneurship), competitive and cooperative strategies (competitive advantage, alliances, networks), global strategy (multinational firms’ cross-border strategies, strategies employed in emerging economies), strategic leadership (top management teams, CEO succession), governance and boards of directors (corporate and venture boards, ownership effects on governance), knowledge and innovation (organizational learning, knowledge sharing), strategy process and practice (strategic decision making, organizational change), and microfoundations of strategy (strategic human capital, organizational capabilities). The book concludes with chapters on broadly important issues for the future, such as artificial intelligence, sustainability strategy, stakeholder perspective, and business model innovation strategies.

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31

Oqubay, Arkebe, Christopher Cramer, Ha-Joon Chang, and Richard Kozul-Wright, eds. The Oxford Handbook of Industrial Policy. Oxford University Press, 2020. http://dx.doi.org/10.1093/oxfordhb/9780198862420.001.0001.

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Industrial policy has long been regarded as a strategy to encourage sector, industry, or economy-wide development by the state. It has been central to competitiveness, catching-up, and structural change in both advanced and developing countries. It has also been one of the most contested issues in economics, reflecting ideologically inflected debates and shifts in prevailing ideas. There has lately been a renewed interest in industrial policy in academic circles and international policy dialogues, prompted by the weak outcomes of policies pursued by many developing countries under the direction of the Washington Consensus (and its descendants), the slow economic recovery of many advanced economies after the 2008 global financial crisis, and mounting anxieties about the economic, social, and political consequences of globalization. The Oxford Handbook of Industrial Policy presents a comprehensive review of and novel approaches to the conceptual and theoretical foundations of industrial policy. The Handbook also presents analytical perspectives on how industrial policy connects to broader issues of development strategy, macroeconomic policies, infrastructure development, human capital, and political economy. By combining historical and theoretical perspectives and integrating conceptual issues with empirical evidence drawn from advanced, emerging, and developing countries, the Handbook offers valuable lessons and policy insights to policymakers, practitioners, and researchers on developing productive transformation, technological capabilities, and international competitiveness. It addresses pressing issues including climate change, the gendered dimensions of industrial policy, global governance, and technological change. Written by leading international thinkers on the subject, the volume pulls together different perspectives and schools of thoughts from neo-classical to structuralist development economists to discuss and highlight the adaptation of industrial policy in an ever-changing socio-economic and political landscape.

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32

Majumdar, Sumit K. History and Background. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780199641994.003.0003.

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The chapter summarizes details of political and institutional contexts for post-independence growth. India was severely impoverished in the period from 1900 to 1947, and per-capita growth rates were almost zero. Growth was ten times larger after independence, relative to before independence. Growth was conditioned by the institutional climate defining capitalism practiced in India. In the 1940s, the Second World War, the Quit India movement, the Bengal Famine, and the “Bombay Plan” were important growth-related contingencies. The background to policy making had been the Indian Industrial Commission report of 1918. M. Visevesvaraya’s and Ardeshir Dalal’s suggestions for India’s industrial and economic development are discussed. How India’s unique structure of industrial capitalism, consisting of private, State, and molecular sectors came about is highlighted, and how the founding policy makers’ ideas were translated into actual industrial policy, with a national capabilities development process simultaneously engendered, is described.

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33

Performance Requirements for Navy Ships Exterior Topside Coatings. AMPP, 2023. https://doi.org/10.5006/ampp_sp21417-2023.

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Scope This standard provides guidelines for establishing minimum requirements for the protective coatings of ships exterior topsides and related structures exposed to the marine atmosphere. It covers coating materials, coating test protocol and acceptance criteria, surface preparation, coating application, quality assurance and control, and repair method. Rationale In the late nineties, the North Atlantic Treaty Organization (NATO)(1) navies were considering approaches to improve the durability and maintainability of major assets. The importance of surface preparation, application processes and qualified coatings was clear. There was also a confluence of enhanced operational capabilities (health, safety, security, etc.), environmental regulation compliance and increasing cost during ship life cycle (acquisition and maintenance). It was resolved that there was a need for internationally recognized performance standards and interest in standard documents such as NATO Allied Engineering Publications (AEP) to suit the unique requirements of military ships. Navy ships represent large capital investments and are present worldwide. Moreover, control of corrosion on Navy ships is necessary to sustain operational availability and inter-operability, provide safe working and living areas, and limit total ownership cost during a ship’s life cycle. NATO established a working group comprised of experts from eleven countries to create international performance standards. Through contacts with various navies, shared objectives were established; in particular: The working group used the period from 2002-2008 to complete four AEPs. In 2010, participating NATO member nations accepted the AEPs via an overarching Standardization Agreement (STANAG 4698).1 The four AEPs developed under STANAG 4698 are: In 2012, it was realized that the community of experts within NATO had diminished, and this limited NATO’s ability to manage and update the AEPs. A plan was developed to transfer the documents to a Joint NATO/NACE International (NACE)/European Federation of Corrosion (EFC)(2) working party. Under this plan, NATO maintains control of the STANAG and oversees the maintenance of the AEPs by the NACE/EFC working party. In 2021, NACE International became the Association fror Materials Protection and Performance (AMPP). This standard was prepared in 2023 by the joint working party of AMPP, EFC, and NATO representatives and referred to by NATO under STANAG 4698. This standard replaces AEP 60. (1) North Atlantic Treaty Organization (NATO), Boulevard Leopold III, Brussels, Belgium, www.nato.int. (2) European Federation of Corrosion (EFC), 1 Carlton House Terrace, London SW1Y 5DB, U.K, https://efcweb.org.

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