Operational Leverage

Operational Leverage is a strategic framework within scaling theory that enables disproportionate value creation from incremental operational investments by systematically amplifying efficiency, resource utilization, and process automation across expanding organizational or system boundaries.

105

Publications

5.7K

Citations

207

Authors

136

Institutions

Publications per year

2017–2026

32

Authors

207

  1. KP
    Kit Pong Wong

    University of Hong Kong, Hong Kong SAR China

    2 publications · 38 citations

    2

    h-index

  2. JH
    John H. Hall

    University of Pretoria, South Africa

    2 publications · 39 citations

    2

    h-index

  3. DJ
    David J. Denis

    University of Pittsburgh, United States

    2 publications · 112 citations

    2

    h-index

  4. MT
    Michael T. Dugan

    University of Alabama, United States

    2 publications · 39 citations

    2

    h-index

  5. GG
    Graeme Guthrie

    Victoria University of Wellington, New Zealand

    2 publications · 49 citations

    2

    h-index

1–5 of 207

Venues

  1. SSRN Electronic Journal

    Repository · 14 publications · 301 citations

    11

    h-index

  2. Journal of Business Research

    JBR · 3 publications · 154 citations

    3

    h-index

  3. Journal of Financial and Quantitative Analysis

    JFQA · 3 publications · 784 citations

    3

    h-index

  4. Managerial Finance

    2 publications · 41 citations

    2

    h-index

  5. Journal of Corporate Finance

    2 publications · 123 citations

    2

    h-index

1–5