Corporate Level Strategy: Theory and ApplicationsRoutledge, 13.04.2016 - 298 Seiten The challenges faced by diversified corporations—firms that operate in more than one industry or market—have changed over the years. In this new edition, Olivier Furrer helps students of corporate strategy to consider the impact of critical changes in resources, businesses and headquarters roles on the firm’s ability for establishing and sustaining corporate advantage. New to this edition are stimulating pedagogical features and additional material such as a new chapter on the theoretical foundations of multibusiness firms, along with a host of new examples from across the world. A companion website supplements the book, providing PowerPoint slides, a test bank of questions, and lists of suggested case studies. |
Inhalt
1 What is corporate level strategy? | 1 |
2 Why do multibusiness firms exist? Theoretical approaches to diversification | 17 |
theoretical approaches to corporate level strategy | 35 |
4 Defining the business | 45 |
creating corporate value | 60 |
creating synergies | 78 |
limits to the scope of the firm | 95 |
managing the multibusiness firm | 106 |
internal development mergers and acquisitions and strategic alliances | 154 |
reducing the scope of the firm | 170 |
managing market power | 184 |
global integration and local responsiveness | 198 |
controlling top managers and meeting corporate responsibilities | 212 |
Glossary | 224 |
| 234 | |
| 269 | |
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Häufige Begriffe und Wortgruppen
acquired acquisition activities agency theory argues assets benefits business portfolio cash flows Chapter Collis & Montgomery competitive advantage competitors coordination core competencies corporate headquarters corporate level strategy corporate parent corporate strategy create corporate value create value decisions diversification strategy diversified firms divisional divisions dominant logic economies of scope efficient example firm’s free cash flows functions global Goold growth Hitt Hoskisson increase industry internal capital market internal development investment level of diversification M-form M&As managerial market failure market power market share Markides matrix merger multibusiness firms multipoint competition multipoint contacts mutual forbearance Nestlé Novartis operations opportunism organizational structure performance Pixar Porter potential Prahalad profitability reduce relatedness relationship responsibilities restructuring risk Rumelt shareholders single business Skype Source specific stakeholder theory stakeholders strategic alliances suppliers synergies tacit collusion top managers transaction costs unrelated diversification value chain value creation vertical integration Wernerfelt Williamson