Strategy, structure and culture: Cadbury, divisionalization and merger in the 1960s

Article Abstract:

This case study re-examines the history of Cadbury, the British-based chocolate confectionary manufacturer, to give an insight into the relationship between strategies of diversification, adoption of a multidivisional structure, and culture in relation to labour management. During the 1960s Cadbury undertook diversification, divisionalization and merger, all of which were affected by, and had an effect upon the Cadbury culture developed at the Bournville factory in Birmingham, England. Contemporaneous documentary evidence, especially the Cadbury board minutes, are used to question the prevalent view, mostly based on retrospective interviews with managers, that cultural change was the outcome of intended management strategies. Instead it is argued that the dilution of the Cadbury culture was the unintended consequence of diversification and divisionalization rather than a conscious abandonment on the part of a new generation of Cadbury directors or the influence of Schweppes after the merger with Cadbury. (Reprinted by permission of the publisher.)

Candy & other confectionery products, Confectionery Manufacturing from Purchased Chocolate, Chocolate Confectionery Assortments, Case studies, Chocolate candies, Acquisitions and mergers, History, Chocolate industry, Corporate culture, Diversification in industry, Industrial diversification, Cadbury Schweppes PLC

---

Divisionalization, decentralization and performance of large United Kingdom companies

Article Abstract:

A survey of 144 large British firms indicated that the organizational structure of most was multidivisional. Operating procedures, however, were found to be other than those predicted by most strategy structure models. In addition, performance was not optimal in firms where authority is concentrated at the divisional level, which suggests that decentralization down to the business unit level might be advantageous. The research also suggests that powerful division offices may adversely affect overall organizational effectiveness.

Management, Usage, Surveys, Design and construction, Corporations, Management research, Organizational research, Great Britain

---

Obstacles to strategy implementation in a nationalized industry

Article Abstract:

The process of strategy implementation, as observed in a government-owned enterprise, cannot be characterized as a linear rational process carried out by a compliant and unified organization. Implementation appears to be a highly complex interaction between central authority and periphery units. Important factors influencing implementation include: resource availability, manager support, awareness of rewards, technical and organizational validity, and market environment.

Planning, Government business enterprises, Public enterprises

• 
• 
• 
• 

Similar abstracts:

• Abstracts: Intrapreneurship: construct refinement and cross-cultural validation. The ambitious entrepreneur: high growth strategies of women-owned enterprises
• Abstracts: Network structure and innovation ambiguity effects on diffusion in dynamic organizational fields. The Dynamic Nature of Conflict: A Longitudinal Study of Intragroup Conflict and Group Performance
• Abstracts: A strategic perspective of bank financial conglomerates in London after the Crash. A systems approach to bank prudential management and supervision: the utilization of feedforward control
• Abstracts: Taxes, capital structure, and bondholder clienteles. Waiting for physicians' services: model and evidence. Investment returns and yields to holders of insurance
• Abstracts: Managing culture: the invisible barrier to strategic change. Strategic issues in managing change: the turnaround at BankAmerica Corporation

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.