Evidence on the association between intangible investments and entrenchment strategies: lessons from an emergent context

Abstract

The aim of this research is to study the link between managerial entrenchment and intangible investment in an emergent context. The methodology adopted is based on a theoretical review and an empirical survey on a number of Tunisian managers through a questionnaire. Results show that managers adopt two different types of strategies according to their perceptions. The seniority and age are key factors for choosing intangible investment as a managerial entrenchment strategy, while internal relational network appears as a control mechanism. This research contributes to a further understanding of investment behaviors through studying the link between managerial entrenchment intention and the importance of intangible investment.