Corporate Diversification and Organizational Structure: A Resource-Based View.

Markides, C. C.; Williamson, Peter J.

doi:10.2307/256783

Cited by 327 publications

(168 citation statements)

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“…Such SIC-based measures are likely to exclude instances where two business units are strategically related. In particular, many conglomerate firms that are typically treated as unrelated diversification may in fact exhibit a degree of strategic similarity across their business units that makes them related in a cognitive sense (e.g., Markides and Williamson, 1996;Prahalad and Bettis, 1986). By emphasizing strategic similarity among organizational units, the concept of strategic relatedness may capture the motivation for organizational units to exchange strategic resources even though these units do not share the same SIC code.…”

Section: Strategic Relatedness and Creation Of New Interunit Linkagementioning

confidence: 99%

Social capital, strategic relatedness and the formation of intraorganizational linkages

2000

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This paper investigates the evolutionary dynamics of network formation by analyzing how organizational units create new interunit linkages for resource exchange. Using sociometric techniques and event history analysis, this study predicts the rate at which new interunit linkages are created between a newly formed unit and all the existing units in a large multinational organization. Two important constructs: social capital, derived from the literature on social structure and network formation, and strategic relatedness, derived from research on diversijication and the resource-based view of the firm, are used to explain the rate of new linkage creation. Results show that the interaction between social capital and strategic relatedness signijicantly affects the formation of intraorganizational linkages.Copyright O 2000

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Section: Strategic Relatedness and Creation Of New Interunit Linkagementioning

confidence: 99%

Social capital, strategic relatedness and the formation of intraorganizational linkages

2000

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“…Recent studies, however, have argued that the assumption of relative market perfection may not be realistic. These studies were carried out under the assumption that the market is imperfect, and claimed that corporate diversification can be either seen as driven by high exchange hazard in the market or by excess company resources that are costly to release through market transactions (Markides & Williamson, 1996;Teece, 1982).…”

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confidence: 99%

Political connections and corporate diversification in emerging economies: Evidence from China

Lan

et al. 2011

Asia Pac J Manag

104

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Drawing upon the resource-based view, this study examines how political connections affect corporate diversification in an emerging economy. Data from a sample of 1,280 Chinese public firms over 2002-2005 show a strong positive relationship between political connections and corporate diversification. We also find that the positive relationship between political connections and corporate diversification is moderated by the level of state ownership in firms and the level of regional institutional development. Theoretical and managerial implications are discussed.We would like to thank the Senior Editor Kevin Zhou and the two anonymous reviewers for their insightful and constructive comments.

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“…Asset restructuring involves the sale or spinoff, selloffs or split up of businesses within the corporate portfolio leading to a refocused level of diversification (Markides, Williamson 1996). Corporate refocusing is a kind of asset restructuring in which the firm both reduces its number of businesses and makes changes to its diversification strategy, which is particularly challenging in emerging economies (Carrera et al 2003;Hoskisson et al 2000).…”

Section: Literature Reviewmentioning

confidence: 99%

Corporate Restructuring as a Risk Treatment Method

Strelnik

2016

Business: Theory and Practice

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Abstract. The article is aimed at the development of risk treatment methods. The author considers different risk treatment methods and proposes corporate restructuring as one of the methods. Corporate restructuring has not been seen yet as the method of risk treatment in risk management literature but the practice of its implementation in response to risk effects is obvious. The author describes risk parameters and different risk treatment methods which can be applied and point out corporate restructuring as one of them. The features of corporate restructuring as a risk treatment method are identified. The author proposes the algorithm of risk treatment on the basis of corporate restructuring and it can be looked as part of risk management of the company.

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Corporate Diversification and Organizational Structure: A Resource-Based View.

Cited by 327 publications

References 0 publications

Social capital, strategic relatedness and the formation of intraorganizational linkages

Social capital, strategic relatedness and the formation of intraorganizational linkages

Political connections and corporate diversification in emerging economies: Evidence from China

Corporate Restructuring as a Risk Treatment Method

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