Relevant bibliographies by topics / Synergy of diversification

Academic literature on the topic 'Synergy of diversification'

Author: Grafiati
Published: 30 May 2022
Last updated: 31 May 2022

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Journal articles on the topic "Synergy of diversification"

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Yang, Qiang, and Yu Zhang. "Research of Disruptive Diversification Strategy and the Synergy Effect." Applied Mechanics and Materials 409-410 (September 2013): 1587–90. http://dx.doi.org/10.4028/www.scientific.net/amm.409-410.1587.

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This paper described the nature of disruptive diversification strategy which is based on the disruptive innovation and analyzed the difference between the two modes of diversification strategy. Then this paper revealed the misunderstanding of the traditional diversification strategy in the new market selection and product features design. Thirdly, this paper analyzed and compared the synergy effects of the two kinds of diversification strategy and described the use for disruptive diversification strategy to improve the synergy effects and the performance level of diversification strategy. The results show that compared to the traditional market-oriented diversification strategy, disruptive diversification strategy can be better achieved the synergy effect in different business units and improves the performance level of diversification business.
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Zhou, Yue Maggie. "Synergy, coordination costs, and diversification choices." Strategic Management Journal 32, no. 6 (September 30, 2010): 624–39. http://dx.doi.org/10.1002/smj.889.

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Sun, Xi Min, Jing Wang, and Tao Cui. "Diversification, Industrial Synergy and Firm Performance of State-Owned Enterprises - Taking Coal Business Groups as an Example." Applied Mechanics and Materials 687-691 (November 2014): 4609–15. http://dx.doi.org/10.4028/www.scientific.net/amm.687-691.4609.

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Diversified industrial combination of state-owned enterprise is often not optimal, it can also maintain in the industry boom, but once the main market atrophy, the entire firm’s development will be in trouble, such as coal business groups. To solve this problem, this paper use industrial synergy as an intermediary variable and develop the traditional dualism, which is the relationship between diversification and firm performance, to trialism, which are relationships among diversification, industrial synergy and firm performance and take coal enterprises listing Corporations as an example to analyze relationships of above three points. Results show vertical business synergy in related diversification and horizontal function synergy in unrelated diversification are all have a significant positive impact on firm performance. This conclusion is confirmed the important hypothesis in theory that industrial synergy will promote firm performance and has important practical significance to guide state-owned enterprises’ management practice.
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Shishatskii, M. "Range of Modern Military Operations: From Diversification to Synergy." World Economy and International Relations, no. 3 (2013): 29–38. http://dx.doi.org/10.20542/0131-2227-2013-3-29-38.

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Changed nature of international conflicts over the last decade has led to the doctrinal evolution of US, NATO, EU as well as of other key actors in the sphere of international security. Most of the recent doctrines are characterized by the intention to develop capacities for implementing the full range of military and other operation within the broader approaches to security. The author focuses on the main features of different actors’ contemporary points of view on conflict resolution.
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Haug, Jonas P., Ulrich Pidun, and Dodo zu Knyphausen-Aufseß. "Cui bono? An empirical investigation into risk benefits of corporate diversification." Strategic Organization 16, no. 4 (November 6, 2017): 429–50. http://dx.doi.org/10.1177/1476127017739847.

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While the diversification–performance link is well covered in strategy research, we know much less about the link between firm diversification and risk. This article draws from modern portfolio theory and corporate diversification theory to derive a comprehensive set of hypotheses on the impact of related and unrelated diversification on the systematic risk, total risk, and bankruptcy risk of a firm. Based on a large international sample, we find the portfolio effect to be more important than previously thought, while synergy effects appear to be largely counterbalanced by the direct and indirect costs of diversification. Specifically, we find that systematic risk is not reduced by corporate diversification, while bankruptcy risk is significantly lower in diversified firms, possibly leading to conflicts between shareholders and other stakeholder groups.
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Sengupta, Shayani. "Integration in Mergers and Acquisitions: Bringing Together Type of Diversification, Synergy Potential and Cultural Distance." NHRD Network Journal 13, no. 2 (April 2020): 152–59. http://dx.doi.org/10.1177/2631454120922729.

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The literature on mergers and acquisitions reveal mixed findings with respect to synergy potential and cultural distance. While some researchers suggest that high cultural distance would lead to better performance, others suggest that low cultural distance would lead to better synergy and performance. I propose that the degree of relatedness between the two firms and the integration approach adopted by the management could be potential moderators in this relationship. The aim of this article is to explore which integration approach (absorption, preservation and symbiosis) would lead to maximum synergy in mergers and acquisitions of firms from related and unrelated industries. A review of literature and case studies on mergers and acquisitions was done to develop a framework for the same. Limitations and directions for future research have been discussed.
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Sohl, Timo. "WITHIN-INDUSTRY DIVERSIFICATION AND FIRM PERFORMANCE: SYNERGY CREATION AND CAPABILITY DEVELOPMENT." Academy of Management Proceedings 2011, no. 1 (January 2011): 1–6. http://dx.doi.org/10.5465/ambpp.2011.65869643.

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Aoki, Hidetaka. "The decrease in diversification and corporate governance: evidence from Japanese firms." Corporate Ownership and Control 6, no. 4 (2009): 28–39. http://dx.doi.org/10.22495/cocv6i4p3.

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This paper analyzes the effects of firm performance and governance factors on the decrease in diversification of Japanese firms in the 1990s. We focus on the cases of the decrease in diversification, because many previous studies proved that diversification caused firm value discount. Adjusting an excessive unrelated diversification would be an important topic, because the problems of low synergy between business units, inefficiency in management and so on were more serious in this type of diversification. The findings of this study are as follows. In the first half of the 1990s, immediately after the collapse of bubble economy, lower firm performance and main bank relationship encouraged firms to decrease the level of diversification of their businesses. On the other hand, in the latter half of the 1990s when the decrease in diversification itself was activated, higher performing non-manufacturing firms and manufacturing firms with lower profitability but facing higher growth in their main business tried to decrease diversification in order to strengthen the competitiveness in main businesses. Also, this kind of decrease in diversification was supported by the governance characteristics such as insider majority smaller boards of directors and the pressure from capital market.
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Ahuja, Gautam, and Elena Novelli. "Redirecting Research Efforts on the Diversification–Performance Linkage: The Search for Synergy." Academy of Management Annals 11, no. 1 (January 2017): 342–90. http://dx.doi.org/10.5465/annals.2014.0079.

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Imelda, Imelda, Novira Kusrini, and Rakhmad Hidayat. "Development Strategy 0f Local Food Diversification." JEJAK 10, no. 1 (March 10, 2017): 62–79. http://dx.doi.org/10.15294/jejak.v10i1.9127.

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The purpose of this research is to develop strategies that can be applied in the development of local food diversification in West Kalimantan. The data used are primary data and secondary data. Variables examined included internal factors (strengths and weaknesses) and external factors (opportunities and threats) in the development of local food diversification in West Kalimantan. Data analysis were conducted in qualitative descriptive to describe the pattern of food consumption in West Kalimantan and continued with a SWOT analysis to carry out the development strategy of the local food diversification in West Kalimantan. The analysis result showed that the strategy for the development of local food diversification in West Kalimantan is SO strategy (Strengths - Opportunities) those are: 1) the increase in synergy between the government and the micro, small and medium enterprises for the development of local food products, 2) the utilization of communications and market information system in improving the marketing of local food products on micro, small and medium enterprises, and 3) the utilization of unutilized agricultural land to improve the quality and quantity of local food products.
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Dissertations / Theses on the topic "Synergy of diversification"

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Goldberg, Caroline, and Petter Katz. "Towards a Model for Predicting Related Diversification Outcomes : Merging Views on Synergy." Thesis, Uppsala University, Department of Business Studies, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-8807.

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Businesses carrying out related diversification moves with the objective to gain synergy effects have been a frequently occurring phenomenon since the midst of the past century. Plenty of models have been constructed, mainly using external data, in order to predict the outcome of these moves, but a high degree of contradictory results in empiric testing shows that current models are insufficient. Our objective is to present a model which also takes into account the internal data presented by the line of research called horizontal strategies, with the aim of moving towards a more accurate explanatory model for related diversification. This is a study of literature which resulted in a model which may be used for approximations as a strategic planning device. Our main conclusions are that further empirical testing, mainly regarding the behaviour of costs for implementing interrelationships, is necessary in order to create an accurate, explanatory model for predicting the outcome of related diversification.

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Polancic, G., P. V. Brin, and T. I. Kravtsova. "Diversification as a tool of competitive advantage." Thesis, Національний технічний університет "Харківський політехнічний інститут", 2017. http://repository.kpi.kharkov.ua/handle/KhPI-Press/47841.

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Wang, Chun-Yi, and 王君儀. "Diversification and synergy: A case study on Taiwan United Daily News Group." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/33478887404025680551.

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"An Analysis of Firm’s Diversification and Transformation Through Mergers and Acquisitions." Doctoral diss., 2018. http://hdl.handle.net/2286/R.I.49144.

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abstract: Mergers and acquisitions (M&As) have been playing a very significant role in the capital market. Many companies regard mergers and acquisitions as an important way for their business expansion and transformation. This paper begins with a review of literature on firm’s motivations of and outcomes in M&A, and followed by a critical examination of three case studies of actual M&A transactions based on the insights provided from the literature review. For each case study, a firm’s motivations and related managerial initiatives for M&A activities were examined, followed by an assessment of the firm’s post M&A performance results. This allows the study to discerns the insights of why and how a firm proceed in its M&A transactions from its strategic intent to its post M&A managerial actions. Collectively, the results show that the key drivers for a firm’s M&A successes rest on a firm’s abilities to manage the M&A activities consistent with its strategic intent (e.g., creating synergies or transformation through diversification) and followed by its post M&A integration efforts in achieving its strategic intent.
Dissertation/Thesis
Doctoral Dissertation Business Administration 2018
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Lee, Shiu-Luan, and 李秀鑾. "A Study of the Correlation Between Taiwanese Financial Holding Companies'' Business Diversification and the Synergy Effect." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/06683009685438480763.

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碩士
銘傳大學
財務金融學系碩士在職專班
98
The subjects in this study are 13 domestic financial holding companies and their subsidiaries. The Herfindahl-Hirshman Index is used to measure financial holding companies’ business diversification level, and the Regression Model is used to explore the correlation between the level of diversification and the business performance of financial holding companies and their banking subsidiaries. Empirical results: 1. A lower level of financial holding companies’ diversification can improve the earnings-per-share business performance. 2. For financial holding companies with banking as their main business, their business performance and financial holding property are not positively significant, while for financial holding companies with insurance as their main business, their business performance and financial holding property are positive and significant. This shows that the integrated performance of financial holding companies with insurance as their main business has a positive synergy effect. 3. Affected by financial holding companies’ diversification, the performance of banking subsidiaries are not empirically significant. This means that the business performance of banking subsidiaries is in fact not significantly affected by financial holding companies’ diversification. This may be due to the fact that Taiwan''s financial holding companies are mostly banking oriented, and the banking business itself is already sufficiently diversified; therefore, the synergy effect from financial holding companies’ diversification is not so remarkable on the performance of the banking business. Another reason could be that due to a less than 10 years of history of financial holding companies in our country, the long-term synergy effect may not have yet fully appeared. Key words: financial holding companies, diversification, synergy effect, business concentration, financial holding property, absolute value, relative value.
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Book chapters on the topic "Synergy of diversification"

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Balmaceda, Felipe. "Corporate Diversification: The Costs and Benefits of Synergy." In Mergers and Acquisitions, 56–82. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230589681_5.

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Lu, Iuan-Yuan, and Chao-Ching Wei. "Disruptive Product Strategy for Industry First Mover." In Disruptive Technologies, Innovation and Global Redesign, 63–80. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-0134-5.ch005.

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This chapter combines disruptive innovation with industry evolution theory to construct an innovation planning phase, including exploration, assessment, strategy formation, and activity planning, and further verified it using qualitative interviews and quantitative analysis of a successful disruptive innovation case in the IT industry. The research constructs an industry evolution model of disruptive innovation and first mover’s strategic direction. When an enterprise is positioned in the market with a disruptive innovation, it is expected to gain a large market and give customers enough reasons to make a purchase. During the course of the planning phase, a firm should use different strategic approaches, such as innovative differentiation, leading product, low price expansion, and diversification of the product line, in order to create a significant strategic synergy which will help to speed the time to market and obtain the advantage of low cost, thus producing a “single innovation concept with diversified value contribution” to help restructure the entire market.
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Conference papers on the topic "Synergy of diversification"

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Septian, Stanley, and Christiana Fara Dharmastuti. "Synergy, Diversification and Firm Performance in Mergers and Acquisitions." In Proceedings of the 2019 International Conference on Organizational Innovation (ICOI 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icoi-19.2019.1.

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