Does corporate ownership structure affect its strategy towards diversification?

Article Abstract:

An argument is presented supporting a correlation between structures of corporate control and management strategy toward unrelated risk diversification and mergers. Evidence is also presented demonstrating that corporate diversification tends to produce value loss, while focusing tends to increase value.

Planning, Diversification in industry, Industrial diversification

---

Organizational learning and strategic renewal

Article Abstract:

The process of strategic renewal is examined using a comprehensive framework of organizational learning. The underlying processes that form the tension between exploration and exploitation, demonstrating why strategic renewal is challenging are illustrated.

Organizational learning

---

Niche width revisited: organizational scope, behavior and performance

Article Abstract:

The innovative niche width concept for analyzing organizational performance, strategies and future prospects is presented.

Methods, Business performance management

Similar abstracts:

• Abstracts: Savings and loan ownership structure and expense-preference. A note on savings and loan ownership structure and expense preference: A re-examination
• Abstracts: The next generation of corporate purchasing cards- the commercial card. Creating value from your purchasing card program
• Abstracts: The adoption of direct banking services. Customer relationship typologies and the nature of loyalty in Irish retail financial services
• Abstracts: Austria struggles for attention: a small exchange gets some good news. Turkish turbulance: the country's reform program is on track-just
• Abstracts: Revealed comparative production advantage: implications for competitiveness in Florida's vegetable industry. Competing supplies of olive oil in the German market: an application of multinomial logit models

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