Acquisition strategy and the market position of acquiring firms
Article Abstract:
Research indicates that companies that emphasize acquisitions and mergers in their diversification activity often occupy unfavorable market positions in terms of how attractive their competitive stance is within their industries and in how attractive those industries are. It had not been established whether the same observation would hold true of firms that have non-conglomerate buying strategies. In the instant research, three acquisition strategies are examined to hypothesize the differences in acquisitive companies' market strategies: technology-related, marketing-related, and conglomerate. Results indicate that acquisitive growth is generally tied to a drop in market position. The marketing-related strategy was found to be tied to a distinctly enhanced position, however. Companies employing the marketing-related strategy were found in more profitable industries.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1987
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Theories of technological innovation as useful tools for corporate strategy
Article Abstract:
Three theories of technology and innovation that are used to relate technological innovations to strategic management are discussed: the meta-learning concept, the concept of technological interdependence, and the product-process concept. The complementary and unifying concepts of these theories which may be of use to strategic planners are discussed. The relationship between theoretical assumptions and practical applications is illustrated, using performance indicators from the commercial aircraft industry. The emergence of technologies and rates of innovation are affected by the type of innovation, the technology's stage of development, interdependence between technologies, and user expectations.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1988
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Strategy and structure in multinational corporations: a revision of the Stopford and Wells model
Article Abstract:
The relationships expressed by the Stopford and Wells model of strategy and structure in multinational corporations are re-examined. Data are drawn from 34 European and US multinational corporations. Not all of the relationships expressed by the Stopford and Wells models are supported by the evidence. The relative size of foreign manufacturing is introduced as a new element of strategy. This new element is an important indicator of structure. A revised model for relating structure and strategy is developed.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1988
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