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There is an absence of research addressing the process by which emotional (also called sensational) assets and liabilities interact with the intellectual and accounting assets and liabilities of a firm. This conceptual paper discusses the relationship between these types of assets and liabilities, and examines the way in which emotional assets and liabilities (emotional capital) influence the fair value, profits and cash flow of a firm. It outlines how the core emotions related to products and services can influence customers in making purchasing decisions that maximise the value of a firm. It also offers indicators for the managing and reporting of emotional assets and reviews several theories that attempt to explain the relationship between the emotional assets and liabilities and value of a firm.

Core‐deposit franchises usually fetch substantial premiums when placed on the market. Those premiums are consistent with the “core‐deposit hypothesis:” because of limitations on competition (rationing of charters), deposits provide below‐market funds to financial intermediaries (Spellman, 1982, Chapter 3). However, two other hypotheses can explain core‐deposit premiums. The first holds that generally accepted accounting principles (GAAP) misallocate the costs of developing a core‐deposit base, by charging such costs against current income rather than capitalizing them as an asset; core‐deposit premiums merely represent a normal return to the costs of developing a core‐deposit base. The second holds that core‐deposit premiums arise from banks' good reputation (“goodwill”). A test which can discriminate between the three hypotheses is needed.

This paper aims to explore the relationship between corporate cultural/intangible assets and marketing capabilities by examining managers’ and entrepreneurs’ perceptions in a retail setting.

Nineteen face-to-face interviews were conducted with UK small and medium sized enterprise (SMEs) managers and entrepreneurs to identify six sub-capabilities that form marketing capability. The authors further validated the relationship between marketing sub-capabilities and its antecedent tangible and intangible assets. The qualitative approach used provided a deeper insight into the motivations, perceptions and associations of the stakeholders behind these intangible concepts, and their relationships with their customers.

The research identified that there is a strong relationship between tangible and intangible assets, their components and the following capabilities: corporate/brand identity management, market sensing, customer relationship, social media/communication, design/innovation management and performance management. In addition, companies need to understand clearly what tangible and intangible assets comprise these capabilities. Where performance management is one of the key internal capabilities, companies must highlight the importance of strong cultural assets that substantially contribute to a company’s performance.

Previous work on dynamic capability analysis is too generic, predominantly relating to the manufacturing sector, and/or focussing on using a single case study example. This study extends the concept of marketing capability in a retail setting by identifying six sub-capabilities and describing the relationship of each with tangible and intangible assets. Through extensive qualitative analysis, the authors provide evidence that by fully exploiting their embedded culture and other intangible components, companies can more favourably engage with their customers to attain a sustainable competitive advantage.

Financial institutions have been subject to minimum capital requirements for considerable time while other companies do not face any such regulation. This paper investigates the capital requirements of companies and how it should relate to the assets of a company.

The theoretical approach in this paper integrates aspects of liquidity, asset characteristics and capital requirements into a single setting to address the problem of capital requirements for non‐financial companies.

The paper develops a framework in which the impact losses have on the future performance of the company are used to develop three categories of capital and suggest a measure for each category. The paper then relates these categories to properties of the assets the capital should be invested in, which include aspects of liquidity as well as the source of this capital. It is finally pointed out how cost considerations can be used to obtain the optimal asset and capital structure of a company.

This paper presents the conceptual basis for the determination of capital requirements of companies and future research is needed to formalize the ideas presented here more thoroughly and gain additional insights into the relationship to the asset structure.

The results of this paper can be used by companies as a first guide towards deciding on their capital requirements, taking into account the properties of the assets they invest their capital in and how to optimize their capital structure.

The paper provides a first insight into the relationship between capital requirements, asset structure, and risks for non‐financial companies.

This article aims to present an overview of the main issues related to public real estate management in Italian local governments and to define a reliable approach for the employment of real estate properties during the time.

The research defines a theoretical framework that takes under consideration the “key variables” that affect the strategic management of a real estate asset portfolio. The suggested approach may help public managers in the decision‐making process, enhancing the performance of the organization and the accountability in favor of the stakeholders.

The results demonstrate that there are still several omissions in the management of these assets and that strategies adopted have not been centered on a preliminary analysis of the financial, economic and social fallouts in the mid‐long term, mainly answering to short‐term political needs and budgetary constraints. Unlike experiences developed in other European countries, in Italy the main answer was the divestment of real estate assets, assumed as a “first best solution”.

The article suggests a systemic and multidimensional approach for the management of a real estate portfolio and aims at developing a depth of knowledge in a field such as public property management, which can still be considered essentially unexplored by Italian literature.

The paper emphasizes the strategic relevance of the subject for politicians, managers, technicians and researchers involved in the management of a real estate portfolio.

Because companies are creating value in new ways, they need new business models that accurately reflect 21st century business realities.

This study aims to provide a fresh look at banks as lenders in and extending past the COVID-19 crisis, with a particular focus on examining the results of recent work by Lei et al. (2020).

The authors’ replication, as well as the original paper, uses a fixed-effects model on panel data. The authors discuss issues regarding data sources as well as use an array of panel data robustness checks to help ascertain an appropriate empirical specification for continued research of this type.

The authors show that the results of Lei et al. (2020) are sensitive to the data source, as well as the construction of the standard errors in their regression framework, with an appropriate specification uncovered through panel data statistical tests. The authors also provide some extensions to the original work by including interacted fixed-effects models and extending the sample period from 2020Q1 to 2021Q1, noting some changes in results.

The authors provide novel results on banks’ lending constraints both at the onset of the COVID-19 pandemic and shortly thereafter. The study also provides an empirical framework for future studies conducted on similar panel data sets.

Sustainable production and manufacturing is an emerging concept for commercially successful performance. A question is how core asset processes should be streamlined to ensure performance quality and to portray their business roles within sustainability requirements. The purpose of this paper is to address this issue from asset operations and maintenance (O&M) perspective.

Issues discussed here are based on findings from a project launched during 2000‐2003 in Norway with major emphasis on performance integrity, consistency, and quality.

Through the findings of the original study, the paper elaborates on the important “Business – Production or Manufacturing asset – Operations and Maintenance” performance architecture in sustainable business environments.

The paper aims at stimulating production and manufacturing cluster to initiate joint R&D efforts to further explore and research this interesting and important subject matter that seems to be sensitive from socio‐economical viewpoint.

The paper provides a framework to explore and specify critical elements for a risk‐based industrial asset management practice in dynamic and complex settings of sustainable environments. This is critical for many commercial businesses with the ongoing debates on the proper balance between profits and fundamentals, and to develop effective performance measurements and auditing systems for asset O&M process to ensure integrity, consistency and quality in performance.

Many underlying issues regarding sustainability performance in production and manufacturing environments still remain ill‐defined. This paper clarifies how the emerging sustainable business concept can influence performance in industrial production and manufacturing assets, and how to outline a framework to streamline O&M performance.