Portfolio Optimization in a Multinational Enterprise with a Multidimensional Organizational Design
- Articles
- Submited: August 6, 2020
-
Published: August 19, 2020
Abstract
Customers of multinational enterprises (MNE’s) exist almost everywhere. Cross border B2C e-commerce is expected to double by 2022 according to Forrester Research. How do MNE’s efficiently leverage their product portfolios across geographic markets? How can these portfolios exploit both relatedness and diversification to exploit synergies?Synergies exist in terms of resources needed in these products due to relatedness between them. Economies of scale can be exploited to reduce costs of needed resources. In this case study an MNE utilized a multidimensional organization design to reach customers in many parts of the world. The author presents findings from this case and ultimately extracts twenty-six propositions to guide portfolio theory. Absent these measures, risk of revenue loss is enhanced significantly.
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References
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Bartlett, C. A. &Ghoshal, S. (1993). Beyond the M-form: Toward a managerial theory of the firm. Strategic Management Journal, 14(1993, Special Winter Issue), 23-46.
Berger, P. &Ofek, E. (1995). Diversification’s effect on firm value. Journal of Financial Economics, 37, 39-65.
Berggren, C. (1996). Building a truly global organization? ABB and the problems of integrating a multi-domestic enterprise. Scandinavian Journal of Management, 12(2), 123-137.
Berry, C. H. (1974). Corporate diversification and market structure. Economic and Management Science, 5(Spring), 196-204.
Bower, J. L. (1986). Managing the Resource Allocation Process. Boston, MA: Harvard Business School Press Books.
Burns, T. & Stalker, G. M. (1992). Mechanistic and organic systems. In J. M. Shafritz& J. S. Ott (Eds.), Classics of organizational theory (3rd ed., pp. 207-211). Pacific Grove, CA: Brooks/Cole Publishing.
Cappron, L. (1999). The long term performance of horizontal acquisitions. Strategic Management Journal, 20, 987-1018.
Coggin, W. C. (1974). How the multinational structure works at Dow Corning. Harvard Business Review, 52(1), 54-65.
Collins, D. J. & Montgomery, C. A. (2005). Corporate strategy: A resource-based approach (2nd ed.). New York, NY: Irwin McGraw-Hill.
Chandler, A. D. (1962). Strategy and structure: Chapters in the history of American enterprise. Cambridge, MA: MIT Press.
Christensen, H. K. & Montgomery, C. A. (1981). Corporate economic performance: Diversification strategy versus market structure. Strategic Management Journal, 2(4), 327-343.
Contractor, F. J. & Ra, W. (2002). How knowledge attributes influence alliances governance choices: A theory development note. Journal of International Management, 8, 11-27.
Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods approaches. Thousand Oaks, CA: Sage.
D’Aveni, R. A., Dagnino, G. B., & Smith, K. G. (2010). The age of temporary advantage. Strategic Management Journal, 31, 1371-1385.
Davis, R. & Thomas, L. G. (1993). Direct estimation of synergy, a new approach to the diversity-performance debate. Management Science, 39(11), 1334-1346.
Denzin, N. (1989). The research act. Englewood Cliffs, NJ: Prentice Hall.
Depraz, N., Varela, F., &Vermersch, P. (2003). On becoming aware: A pragmatics of experiencing. Philadelphia, PA: John Benjamins.
Drucker, P. F. (1992). The new society in organizations. Harvard Business Review, 70(5), 95-104.
Dubofsky, P. &Varadarajan, P. R. (1987). Diversification and measures of performance: Additional empirical evidence. Academy of Management Journal, 30(September), 597-608.
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14: 532-550.
Eisenhardt, K. M. &Bharia, M. M. (2002). Organization computation and complexity. In J. A. C. Baum (Ed.), Companion to Organizations. Malden, MA: Blackwell.
Farjoun, M. (1998). The independent and joint effects of the skill and physical bases of relatedness in diversification. Strategic Management Journal, 19, 611-630.
Festinger, L., Riecken, H. W., &Schachter, S. (2008). When prophecy fails. London, UK: Printer & Martin.
Florida, R. (2004). The rise of the creative class. New York, NY: Basic Books.
Freeman, W. J. (2000). How brains make up their minds. New York, NY: Columbia University Press.
Galbraith, J. R. (1971). Matrix organizational designs. Business Horizons, 14(1), 29.
Galbraith, J. R. (1973). Designing complex organizations. Reading, MA: Addison-Wesley.
Galbraith, J. R. (1977). Organization design. Reading, MA: Addison Wesley.
Galbraith, J. R. (2005). Designing the customer-centric organization: A guide to strategy, structure, and process. New York, NY: Wiley & Sons.
Galbraith, J. R. (2009). Designing matrix organizations that actually work. San Francisco, CA: Jossey-Bass.
Goold, M. & Campbell, A. (2003). Structured networks: Towards the well-designed matrix. Long Range Planning, 36(5), 427-439.
Grant, R. M. (1996). Toward a knowledge‐based theory of the firm. Strategic Management Journal, 17(S2), 109-122.
Grant, R. M. &Jammine, A. (1988). Performance differences between the Wrigley/Rumelt strategic categories. Strategic Management Journal, 9, 333-346.
Grossman, L. (2005). What’s next? Innovation. How Apple does it? Time Magazine, November 14.
Gupta, A. K. &Govindarajan, V. (1986). Resource sharing among SBUs: Strategic antecedents and administrative implications. Academy of Management Journal. 30, 477-500.
Hirschheim, R. & Klein, H. K. (1994). Realizing emancipatory principles in information systems development: The case for ethics. MIS quarterly, 18(1), 83-109.
Inkpen, A. C. (1997). An examination of knowledge management in international joint ventures. In: P. Beamish & J. Killings (Eds.). Cooperative strategies, North America perspectives. (pp. 337-369). San Francisco, CA: New Lexington Press.
Jacquemin, A. P. & Berry, C. H. (1979). Entropy measure of diversification and corporate growth. Journal of Industrial Economics, 27(June), 359-369.
Kaplan, S. & Henderson, R. (2005). Inertia and incentives: Bridging organizational economics and organizational theory. Organization Science, 16(5), 509-521.
Kotter, J. P. &Heskett, J. L. (1992). Corporate culture and performance. New York, NY: The Free Press.
Lamnek, S. (1995). Qualitative sozial/forschung. (3rd ed.). Muenchen, Germany: PsychologieVerlags Union.
Lang, L. &Stulz, R. (1994). Tobin’s corporate diversification and firm performance. Journal of Political Economy, 102, 1248-1280.
Larsson, R. & Finkelstein, S. (1999). Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions: A case survey of synergy realization. Organization Science, 10(1), 1-26.
Life in a matrix. (1980). Management Review, 69(7), 36.
Lincoln, Y. S. & Guba, E. G. (1985). Naturalistic inquiry. Newbury Park, CA: Sage.
Lovas, B. &Ghoshal, S. (2000). Strategy as guided evolution. Strategic Management Journal, 21, 875-896.
Lubatkin, M. & Chatterjee, S. (1994). Extending modern portfolio theory into the domain of corporate diversification: does it apply? Academy of Management Journal, 37, 109-136.
Markides, C. C. & Williamson, P. J. (1994). Related diversification, core competencies and corporate performance. Strategic Management Journal, 15, 149-165.
Marsden, P. V. & Franklin, N. E. (1993). Network studies of social influence. Social Methods Research, 22, 127-151.
Martin, J. A. &Eisenhardt, K. M. (2001). Exploring cross-business synergies. Academy of Management Proceedings & Membership Directory, H1-H6.
Mayring, P. (1996). Einfuehrung in die qualitative sozialforschung: Eineanleitungzuqualitativemdenken.Weinheim: Belz/PVU.
Michel, A. &Shaked, J. (1984). Does business diversification affect performance? Financial Management, 13(Winter): 18-25.
Milgrom, P. & Roberts, J. (1995). Complementarities and fit: strategy, structure, and organizational change in manufacturing. Journal of Accounting and Economics, 19, 179-208.
Montgomery, C. A. (1982). The measure of firm diversification: some new empirical evidence. Academy of Management Journal, 25(June), 299-307.
Moustakas, C. (1994). Phenomenological research methods. Thousand Oaks, CA: Sage.
Mueller-Stewens, G. & Knoll, S. (2006). Smart linking: Steigerung von wachstum und profitabilitaetdurchinnovativesgeschaeftseinheitenuebergreifendessynergienmanagement. University of St. Gallen, Switzerland.
Palepu, K. (1985). Diversification strategy, profit performance and the entropy measure. Strategic Management Journal, 6, 239-255.
Palich, L., Cardinal, L. & Miller, C. (2000). Curvilinearty in the diversification-performance linkage: An examination of over three decades of research. Strategic Management Journal, 21, 155-174.
Pankratz, H. (1991). Strategic alignment: Managing for synergy. Business Quarterly, 55(3), 66-71.
Panzar, J. &Willig, R. (1981). Economies of scope. American Economic Review, 71, 268-272.
Pedersen, T. & Thomsen, S. (1997). European patterns of corporate ownership. Journal of International Business Studies, 28, 759-778.
Prahalad, C. K. &Doz, Y. L. (1979). Strategic reorientation in the multidimensional organization. (Working Paper No. 195). Retrieved from: http://deepblue.lib.umich.edu/ bitstream/handle/2027.42/35980/b1375490.0001.001.pdf?sequence=2&isAllowed=y.
Prahalad, C. K. (1980). The concept and potential of multidimensional organizations. In F. Stevens (Ed.). Managing Managers. (pp. 159-176). Eindhoven: NV Philips’ Gloeilampenfabrieken.
Prahalad, C. K. & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.
Punch, K. F. (1998). Introduction to social research: Quantitative and qualitative approaches. London, UK: Sage Publications.
Ramanujam, V. &Varadarajan, P. (1989). Research on corporate diversification: A synthesis. Strategic Management Journal, 10, 523-551.
Reed, R. &Luffman, G. (1986). Diversification: The growing confusion. Strategic Management Journal, 7, 29-35.
Roberts, J. (2004). The modern firm: Organizational design for performance and growth. Oxford, UK: Oxford University Press.
Rosen, S. (2004). Markets and diversity. Cambridge, MA: Harvard University Press.
Ruigok, W., Achtenhagen, L., Wagner, M., &Ruegg-Sturm, J. (2000). ABB: Beyond the global matrix towards the network multidivisional organization. In A. Pettigrew & E. Fenton (Eds.), Process and practices of new forms of organizing. London and Thousand Oaks, CA: Sage.
Rumelt, R. (1974). Strategy, structure, and economic performance. Boston, MA: Harvard Business Press.
Rumelt, R. P. (1982). Diversification strategy and profitability. Strategic Management Journal, 3(4), 359-369.Stake, R. E. (1995). The art of case study research. Thousand Oaks, CA: Sage Publications.
Salter, M. S. &Weinhold, W. A. (1978). Diversification via acquisition: Creating value. Harvard Business Review. 56(July-August), 166-176.
Simmonds, P. (1990). The combined diversification breadth and mode dimensions and the performance of large diversified firms. Strategic Management Journal, 11, 399-411.
St. John, C. H., & Harrison, J. S. (1999). Manufacturing‐based relatedness, synergy, and coordination. Strategic Management Journal, 20(2), 129-145.
Strauss, A. & Corbin, J. (1990). Basics of qualitative research techniques and procedures for developing grounded theory. New York, NY: Sage Publications.
Strauss, A. & Corbin, J. (1996). Grounded Theory: Grundlagen qualitative sozialforschung.Weinheim, Germany: Beltz.
Strikwerda, J., &Stoelhorst, J. W. (2009). The emergence and evolution of the multidimensional organization. California Management Review, 51(4), 11-31.Sutton, R. T. & Straw, B. M. (1995). What theory is not.Administrative Studies Quarterly, 40, 371-384.
Sutton, R. T. & Straw, B. M. (1995). What theory is not.Administrative Studies Quarterly, 40, 371-384.
Tanriverdi, H. &Venkatraman, N. (2005). Knowledge relatedness and the performance of the multibusiness firm. Strategic Management Journal, 26, 97-119.
Van Wart, M. &Kapucu, N. (2011). Crisis management competencies: The case of emergency managers in the USA. Public Management Review, 13(4), 489-511.
Weick, K. (1995). What theory is not, theorizing is. Administration Science Quarterly, 40, 385-391.
Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the process of sensemaking. Organization Science, 16(4), 409-421.
Wiessmeier, G.F. L., Axel, T. & Christoph, S. (2012). Leveraging synergies between R&D and key account management to drive value creation. Research Technology Management, 55(3), 15-22.
Williamson, O.E. (1975). Markets and hierarchies. New York, NY: The Free Press.
Williamson, O. E. (1985). The economic institutions of capitalism. New York, NY: The Free Press.
Wrigley, L. (1970). Divisional autonomy and diversification. Boston, MA: Harvard Business School Press.
Yin, R. K. (1994). Case study research: design and methods. Newbury Park, CA: Sage Publications.
Zhou, Y. M. (2011). Synergy, coordination costs, and diversification choices. Strategic Management Journal, 32, 624-639.
Amit, R. &Livnat, J. (1988). Diversification strategies, business cycles and economic performance. Strategies Management Journal, 9, 99-110.
Armour, H. &Teece, D. (1978). Organization structure and economic performance: A test of the multidivisional hypothesis. The Bell Journal of Economics, 9, 106-122.
Armstrong, D. J., & Cole, P. (2002). Managing distances and differences in geographically distributed work groups. Distributed Work, 167-186.
Bailey, E. & Friedlander, A. (1982). Market structure and multi-product industries. Journal of Economic Literature, 20, 1024–1048.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 151-166.
Barney, J. (2007). Gaining and sustaining competitive advantage. (2nd ed.). Upper Saddle River, NJ: Prentice Hall.
Bartlett, C. A. (1982, Summer). How multinational organizations evolve. The Journal of Business Strategy, 3(1), 20-32.
Bartlett, C. A. &Ghoshal, S. (1993). Beyond the M-form: Toward a managerial theory of the firm. Strategic Management Journal, 14(1993, Special Winter Issue), 23-46.
Berger, P. &Ofek, E. (1995). Diversification’s effect on firm value. Journal of Financial Economics, 37, 39-65.
Berggren, C. (1996). Building a truly global organization? ABB and the problems of integrating a multi-domestic enterprise. Scandinavian Journal of Management, 12(2), 123-137.
Berry, C. H. (1974). Corporate diversification and market structure. Economic and Management Science, 5(Spring), 196-204.
Bower, J. L. (1986). Managing the Resource Allocation Process. Boston, MA: Harvard Business School Press Books.
Burns, T. & Stalker, G. M. (1992). Mechanistic and organic systems. In J. M. Shafritz& J. S. Ott (Eds.), Classics of organizational theory (3rd ed., pp. 207-211). Pacific Grove, CA: Brooks/Cole Publishing.
Cappron, L. (1999). The long term performance of horizontal acquisitions. Strategic Management Journal, 20, 987-1018.
Coggin, W. C. (1974). How the multinational structure works at Dow Corning. Harvard Business Review, 52(1), 54-65.
Collins, D. J. & Montgomery, C. A. (2005). Corporate strategy: A resource-based approach (2nd ed.). New York, NY: Irwin McGraw-Hill.
Chandler, A. D. (1962). Strategy and structure: Chapters in the history of American enterprise. Cambridge, MA: MIT Press.
Christensen, H. K. & Montgomery, C. A. (1981). Corporate economic performance: Diversification strategy versus market structure. Strategic Management Journal, 2(4), 327-343.
Contractor, F. J. & Ra, W. (2002). How knowledge attributes influence alliances governance choices: A theory development note. Journal of International Management, 8, 11-27.
Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods approaches. Thousand Oaks, CA: Sage.
D’Aveni, R. A., Dagnino, G. B., & Smith, K. G. (2010). The age of temporary advantage. Strategic Management Journal, 31, 1371-1385.
Davis, R. & Thomas, L. G. (1993). Direct estimation of synergy, a new approach to the diversity-performance debate. Management Science, 39(11), 1334-1346.
Denzin, N. (1989). The research act. Englewood Cliffs, NJ: Prentice Hall.
Depraz, N., Varela, F., &Vermersch, P. (2003). On becoming aware: A pragmatics of experiencing. Philadelphia, PA: John Benjamins.
Drucker, P. F. (1992). The new society in organizations. Harvard Business Review, 70(5), 95-104.
Dubofsky, P. &Varadarajan, P. R. (1987). Diversification and measures of performance: Additional empirical evidence. Academy of Management Journal, 30(September), 597-608.
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14: 532-550.
Eisenhardt, K. M. &Bharia, M. M. (2002). Organization computation and complexity. In J. A. C. Baum (Ed.), Companion to Organizations. Malden, MA: Blackwell.
Farjoun, M. (1998). The independent and joint effects of the skill and physical bases of relatedness in diversification. Strategic Management Journal, 19, 611-630.
Festinger, L., Riecken, H. W., &Schachter, S. (2008). When prophecy fails. London, UK: Printer & Martin.
Florida, R. (2004). The rise of the creative class. New York, NY: Basic Books.
Freeman, W. J. (2000). How brains make up their minds. New York, NY: Columbia University Press.
Galbraith, J. R. (1971). Matrix organizational designs. Business Horizons, 14(1), 29.
Galbraith, J. R. (1973). Designing complex organizations. Reading, MA: Addison-Wesley.
Galbraith, J. R. (1977). Organization design. Reading, MA: Addison Wesley.
Galbraith, J. R. (2005). Designing the customer-centric organization: A guide to strategy, structure, and process. New York, NY: Wiley & Sons.
Galbraith, J. R. (2009). Designing matrix organizations that actually work. San Francisco, CA: Jossey-Bass.
Goold, M. & Campbell, A. (2003). Structured networks: Towards the well-designed matrix. Long Range Planning, 36(5), 427-439.
Grant, R. M. (1996). Toward a knowledge‐based theory of the firm. Strategic Management Journal, 17(S2), 109-122.
Grant, R. M. &Jammine, A. (1988). Performance differences between the Wrigley/Rumelt strategic categories. Strategic Management Journal, 9, 333-346.
Grossman, L. (2005). What’s next? Innovation. How Apple does it? Time Magazine, November 14.
Gupta, A. K. &Govindarajan, V. (1986). Resource sharing among SBUs: Strategic antecedents and administrative implications. Academy of Management Journal. 30, 477-500.
Hirschheim, R. & Klein, H. K. (1994). Realizing emancipatory principles in information systems development: The case for ethics. MIS quarterly, 18(1), 83-109.
Inkpen, A. C. (1997). An examination of knowledge management in international joint ventures. In: P. Beamish & J. Killings (Eds.). Cooperative strategies, North America perspectives. (pp. 337-369). San Francisco, CA: New Lexington Press.
Jacquemin, A. P. & Berry, C. H. (1979). Entropy measure of diversification and corporate growth. Journal of Industrial Economics, 27(June), 359-369.
Kaplan, S. & Henderson, R. (2005). Inertia and incentives: Bridging organizational economics and organizational theory. Organization Science, 16(5), 509-521.
Kotter, J. P. &Heskett, J. L. (1992). Corporate culture and performance. New York, NY: The Free Press.
Lamnek, S. (1995). Qualitative sozial/forschung. (3rd ed.). Muenchen, Germany: PsychologieVerlags Union.
Lang, L. &Stulz, R. (1994). Tobin’s corporate diversification and firm performance. Journal of Political Economy, 102, 1248-1280.
Larsson, R. & Finkelstein, S. (1999). Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions: A case survey of synergy realization. Organization Science, 10(1), 1-26.
Life in a matrix. (1980). Management Review, 69(7), 36.
Lincoln, Y. S. & Guba, E. G. (1985). Naturalistic inquiry. Newbury Park, CA: Sage.
Lovas, B. &Ghoshal, S. (2000). Strategy as guided evolution. Strategic Management Journal, 21, 875-896.
Lubatkin, M. & Chatterjee, S. (1994). Extending modern portfolio theory into the domain of corporate diversification: does it apply? Academy of Management Journal, 37, 109-136.
Markides, C. C. & Williamson, P. J. (1994). Related diversification, core competencies and corporate performance. Strategic Management Journal, 15, 149-165.
Marsden, P. V. & Franklin, N. E. (1993). Network studies of social influence. Social Methods Research, 22, 127-151.
Martin, J. A. &Eisenhardt, K. M. (2001). Exploring cross-business synergies. Academy of Management Proceedings & Membership Directory, H1-H6.
Mayring, P. (1996). Einfuehrung in die qualitative sozialforschung: Eineanleitungzuqualitativemdenken.Weinheim: Belz/PVU.
Michel, A. &Shaked, J. (1984). Does business diversification affect performance? Financial Management, 13(Winter): 18-25.
Milgrom, P. & Roberts, J. (1995). Complementarities and fit: strategy, structure, and organizational change in manufacturing. Journal of Accounting and Economics, 19, 179-208.
Montgomery, C. A. (1982). The measure of firm diversification: some new empirical evidence. Academy of Management Journal, 25(June), 299-307.
Moustakas, C. (1994). Phenomenological research methods. Thousand Oaks, CA: Sage.
Mueller-Stewens, G. & Knoll, S. (2006). Smart linking: Steigerung von wachstum und profitabilitaetdurchinnovativesgeschaeftseinheitenuebergreifendessynergienmanagement. University of St. Gallen, Switzerland.
Palepu, K. (1985). Diversification strategy, profit performance and the entropy measure. Strategic Management Journal, 6, 239-255.
Palich, L., Cardinal, L. & Miller, C. (2000). Curvilinearty in the diversification-performance linkage: An examination of over three decades of research. Strategic Management Journal, 21, 155-174.
Pankratz, H. (1991). Strategic alignment: Managing for synergy. Business Quarterly, 55(3), 66-71.
Panzar, J. &Willig, R. (1981). Economies of scope. American Economic Review, 71, 268-272.
Pedersen, T. & Thomsen, S. (1997). European patterns of corporate ownership. Journal of International Business Studies, 28, 759-778.
Prahalad, C. K. &Doz, Y. L. (1979). Strategic reorientation in the multidimensional organization. (Working Paper No. 195). Retrieved from: http://deepblue.lib.umich.edu/ bitstream/handle/2027.42/35980/b1375490.0001.001.pdf?sequence=2&isAllowed=y.
Prahalad, C. K. (1980). The concept and potential of multidimensional organizations. In F. Stevens (Ed.). Managing Managers. (pp. 159-176). Eindhoven: NV Philips’ Gloeilampenfabrieken.
Prahalad, C. K. & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.
Punch, K. F. (1998). Introduction to social research: Quantitative and qualitative approaches. London, UK: Sage Publications.
Ramanujam, V. &Varadarajan, P. (1989). Research on corporate diversification: A synthesis. Strategic Management Journal, 10, 523-551.
Reed, R. &Luffman, G. (1986). Diversification: The growing confusion. Strategic Management Journal, 7, 29-35.
Roberts, J. (2004). The modern firm: Organizational design for performance and growth. Oxford, UK: Oxford University Press.
Rosen, S. (2004). Markets and diversity. Cambridge, MA: Harvard University Press.
Ruigok, W., Achtenhagen, L., Wagner, M., &Ruegg-Sturm, J. (2000). ABB: Beyond the global matrix towards the network multidivisional organization. In A. Pettigrew & E. Fenton (Eds.), Process and practices of new forms of organizing. London and Thousand Oaks, CA: Sage.
Rumelt, R. (1974). Strategy, structure, and economic performance. Boston, MA: Harvard Business Press.
Rumelt, R. P. (1982). Diversification strategy and profitability. Strategic Management Journal, 3(4), 359-369.Stake, R. E. (1995). The art of case study research. Thousand Oaks, CA: Sage Publications.
Salter, M. S. &Weinhold, W. A. (1978). Diversification via acquisition: Creating value. Harvard Business Review. 56(July-August), 166-176.
Simmonds, P. (1990). The combined diversification breadth and mode dimensions and the performance of large diversified firms. Strategic Management Journal, 11, 399-411.
St. John, C. H., & Harrison, J. S. (1999). Manufacturing‐based relatedness, synergy, and coordination. Strategic Management Journal, 20(2), 129-145.
Strauss, A. & Corbin, J. (1990). Basics of qualitative research techniques and procedures for developing grounded theory. New York, NY: Sage Publications.
Strauss, A. & Corbin, J. (1996). Grounded Theory: Grundlagen qualitative sozialforschung.Weinheim, Germany: Beltz.
Strikwerda, J., &Stoelhorst, J. W. (2009). The emergence and evolution of the multidimensional organization. California Management Review, 51(4), 11-31.Sutton, R. T. & Straw, B. M. (1995). What theory is not.Administrative Studies Quarterly, 40, 371-384.
Sutton, R. T. & Straw, B. M. (1995). What theory is not.Administrative Studies Quarterly, 40, 371-384.
Tanriverdi, H. &Venkatraman, N. (2005). Knowledge relatedness and the performance of the multibusiness firm. Strategic Management Journal, 26, 97-119.
Van Wart, M. &Kapucu, N. (2011). Crisis management competencies: The case of emergency managers in the USA. Public Management Review, 13(4), 489-511.
Weick, K. (1995). What theory is not, theorizing is. Administration Science Quarterly, 40, 385-391.
Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the process of sensemaking. Organization Science, 16(4), 409-421.
Wiessmeier, G.F. L., Axel, T. & Christoph, S. (2012). Leveraging synergies between R&D and key account management to drive value creation. Research Technology Management, 55(3), 15-22.
Williamson, O.E. (1975). Markets and hierarchies. New York, NY: The Free Press.
Williamson, O. E. (1985). The economic institutions of capitalism. New York, NY: The Free Press.
Wrigley, L. (1970). Divisional autonomy and diversification. Boston, MA: Harvard Business School Press.
Yin, R. K. (1994). Case study research: design and methods. Newbury Park, CA: Sage Publications.
Zhou, Y. M. (2011). Synergy, coordination costs, and diversification choices. Strategic Management Journal, 32, 624-639.
How to Cite
1.
Portfolio Optimization in a Multinational Enterprise with a Multidimensional Organizational Design. Journal of Research and Opinion [Internet]. 2020 Aug. 19 [cited 2024 Jun. 18];7(8):2786-808. Available from: http://researchopinion.in/index.php/jro/article/view/75
