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Diversification strategy and performance in Canadian manufacturing firms

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  • The Hiep Nguyen
  • Ann Séror
  • Timothy M. Devinney

Abstract

In a study of the interrelationships between firm diversification, market power, and performance, Montgomery (1985) presents empirical evidence in support of the hypotheses that highly diversified firms will have lower market shares in their respective markets than less diversified firms and that the strategy of diversification does not contribute to firm profitability. The present paper re‐examines these results with attention to the special characteristics of the open Canadian economy in a sample of Canadian manufacturing firms. The authors report evidence in support of the hypothesis that diversification in technologically related activities results in economies of scope and greater firm performance.

Suggested Citation

  • The Hiep Nguyen & Ann Séror & Timothy M. Devinney, 1990. "Diversification strategy and performance in Canadian manufacturing firms," Strategic Management Journal, Wiley Blackwell, vol. 11(5), pages 411-418, September.
    • Handle: RePEc:bla:stratm:v:11:y:1990:i:5:p:411-418
    DOI: 10.1002/smj.4250110507
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    Cited by:

    1. Hadani, Michael & Doh, Jonathan P. & Schneider, Marguerite, 2019. "Social movements and corporate political activity: Managerial responses to socially oriented shareholder activism," Journal of Business Research, Elsevier, vol. 95(C), pages 156-170.
    2. Michael Doumpos & Chrysovalantis Gaganis & Fotios Pasiouras, 2016. "Bank Diversification and Overall Financial Strength: International Evidence," Working Papers 1602, University of Crete, Department of Economics.

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