Multidivisional structure and performance: the contingency of diversification strategy

Article Abstract:

This study examined the relationship between multidivisional (M-form) structure and performance. Theoretical work by Hill and Hoskisson suggested that the relationship between implementation of such a structure and performance should vary with diversification strategy. Findings based on longitudinal analysis of data from 62 firms in 20 industries indicate that M-form implementation increased the rate of return for unrelated diversifiers but decreased the rate of return of firms that adopted vertical integration. For related diversifiers, the change was not significant. Risk generally decreased after M-form restructuring, but the decrease was only significant for unrelated-diversified and vertically integrated firms. (Reprinted by permission of the publisher.)

Management research, Return on investment, Rate of return

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Diversification strategy and R&D intensity in multiproduct firms

Article Abstract:

This study provides empirical evidence that choice of diversification strategy systematically affects R&D intensity in large multiproduct firms. Research and development intensity in dominant-business firms was found to be significantly higher than in related- and unrelated-business firms and was also higher in related-business firms than in unrelated-business firms. These findings suggest the need to examine the implications of different types of corporate diversification strategy on the management of corporate-strategic-business-unit relations in large multiproduct corporations. (Reprinted by permission of the publisher.)

Management, Industrial research, Corporations, Strategic planning (Business)

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The composition of boards of directors and strategic control: effects on corporate strategy

Article Abstract:

Boards of directors of large corporations provide a governance safeguard to both equity capital and managerial employment contracts. Thus, the board is a potentially important instrument of internal control. This article develops theory and propositions concerning (a) the relation among ownership, managerial control, and the composition of the boards of directors; (b) the relation between the composition of the boards and control strategies (strategic versus financial controls); and (c) the relation among choice of control, corporate strategy, and strategic choice. (Reprinted by permission of the publisher.)

Corporate directors, Corporate governance, Business planning

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