2012
DOI: 10.5539/ass.v8n4p30
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Does Diversification Affect Capital Structure and Profitability in Pakistan?

Abstract: Diversification has become a common strategy of corporate risk management along with availing other potential benefits. The intent of this study is to identify and analyze the nature of relationship that exists between diversification and capital structure as well as profitability in Pakistan. For this purpose we use the 10 years ' (2000-2009) data of all the companies of chemical and food sector listed at the Karachi Stock Exchange (KSE). We find that the diversified firms are more profitable. Using independ… Show more

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Cited by 5 publications
(3 citation statements)
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“…It indicates that the more diversified the firms, the higher leverage they have. This result supports the first hypothesis and the previous research findings (La Rocca et al, 2009;Singh et al, 2003;Qureshi, Akhtar, & Imdadullah, 2012). The coefficients of the explanatory variables keep the same sign for all models, which confirms the strength of the results.…”
Section: Diversification Impact On Leveragesupporting
confidence: 91%
“…It indicates that the more diversified the firms, the higher leverage they have. This result supports the first hypothesis and the previous research findings (La Rocca et al, 2009;Singh et al, 2003;Qureshi, Akhtar, & Imdadullah, 2012). The coefficients of the explanatory variables keep the same sign for all models, which confirms the strength of the results.…”
Section: Diversification Impact On Leveragesupporting
confidence: 91%
“…Diversification into other sectors reduces volatility of profits if the streams of rent in the different business segments are imperfectly correlated. This “coinsurance effect” therefore increases short‐run persistence (e.g., Qureshi et al., ). At the same time, several studies show that diversification in sectors that are not directly linked to the primary area of operation can lead to a negative impact on profitability and thus lower long‐run persistence.…”
Section: Resultsmentioning
confidence: 99%
“…Several authors also agreed with him, mentioning the role of “invisible” assets in the synergistic effect (Jensen, 1994; Karimi, 2013). At the same time, other researchers (Mohindru & Chander, 2010) urge to pay attention to the internal and external factors of the organization that contribute to the emergence of a synergistic effect (Dilshad, 2013; Kinnunen, 2010; Oh et al, 2015; Rishi et al, 2014; Thakur & Bhatia, 2021) and give it competitive advantages, including those that influence the valuation of a business (Akewushola, 2015; Qureshi et al, 2012; Yiğit & Tür, 2012).…”
Section: Literature Reviewmentioning
confidence: 99%