IDEAS home Printed from https://ideas.repec.org/a/bla/stratm/v3y1982i4p287-301.html
   My bibliography  Save this article

Implementing the unrelated product strategy

Author

Listed:
  • Kenneth N. M. Dundas
  • Peter R. Richardson

Abstract

There has been considerable debate over the viability of the unrelated product, or conglomerate strategy. The financial arguments for and against its viability are well known. However, the administrative imperatives for its successful implementation have not been well investigated. The paper argues that there are a number of critical administrative contingencies for successful implementation of this strategy which only a few unrelated product firms have recognized. These concern policies dealing with acquisition, divestment, portfolio structure, management and organization. The paper discusses each in turn, describing specific instances of success and failure to illustrate the major points of the argument.

Suggested Citation

  • Kenneth N. M. Dundas & Peter R. Richardson, 1982. "Implementing the unrelated product strategy," Strategic Management Journal, Wiley Blackwell, vol. 3(4), pages 287-301, October.
    • Handle: RePEc:bla:stratm:v:3:y:1982:i:4:p:287-301
    DOI: 10.1002/smj.4250030402
    as

    Download full text from publisher

    File URL: https://doi.org/10.1002/smj.4250030402
    Download Restriction: no
    File URL: https://libkey.io/10.1002/smj.4250030402?utm_source=ideas
    LibKey link: if access is restricted and if your library uses this service, LibKey will redirect you to where you can use your library subscription to access this item
    ---><---

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Gautam Ahuja & Curba Morris Lampert & Vivek Tandon, 2014. "Paradigm-Changing vs. Paradigm-Deepening Innovation: How Firm Scope Influences Firm Technological Response to Shocks," Organization Science, INFORMS, vol. 25(3), pages 653-669, June.
    2. Dooms, E., 2005. "Control in multidivisional firms : Levels issues and internal differentiation," Other publications TiSEM bc7c1906-d54c-46e5-9d8e-1, Tilburg University, School of Economics and Management.
    3. Ly, Kim Cuong & Liu, Hong & Opong, Kwaku, 2017. "Who acquires whom among stand-alone commercial banks and bank holding company affiliates?," International Review of Financial Analysis, Elsevier, vol. 54(C), pages 144-158.
    4. Michele Cincera & Julien Ravet, 2014. "Globalisation, industrial diversification and productivity growth in large European R&D companies," Journal of Productivity Analysis, Springer, vol. 41(2), pages 227-246, April.
    5. Samia Belaounia, 2000. "Liens inter-métiers et synergies opérationnelles:application à un échantillon de quinze groupes bancaires français," Revue Finance Contrôle Stratégie, revues.org, vol. 3(4), pages 5-35, December.
    6. Frédéric Perdreau, 1998. "Désengagements et recentrage en France:1986-1992," Revue Finance Contrôle Stratégie, revues.org, vol. 1(2), pages 137-165, June.
    7. Xu, Weidong & Gao, Xin & Li, Donghui & Zhuang, Mingming & Yang, Shijie, 2022. "Serial acquirers and stock price crash risk: International evidence," Journal of International Financial Markets, Institutions and Money, Elsevier, vol. 78(C).
    8. Ling Xue & Gautam Ray & Xia Zhao, 2017. "Managerial Incentives and IT Strategic Posture," Information Systems Research, INFORMS, vol. 28(1), pages 180-198, March.
    9. Chien-Nan Chen & Wenyi Chu, 2012. "Diversification, resource concentration, and business group performance: Evidence from Taiwan," Asia Pacific Journal of Management, Springer, vol. 29(4), pages 1045-1061, December.
    10. Frédéric Perdreau, 1998. "Désengagements et recentrages en France : 1986-1992," Post-Print halshs-00520594, HAL.
    11. Andreas Bausch & Frithjof Pils, 2009. "Product diversification strategy and financial performance: meta-analytic evidence on causality and construct multidimensionality," Review of Managerial Science, Springer, vol. 3(3), pages 157-190, November.
    12. Li-Hsing Ho & Chen-Cheng Tsai, 2018. "A Model Constructed to Evaluate Sustainable Operation and Development of State-Owned Enterprises after Restructuring," Sustainability, MDPI, vol. 10(7), pages 1-11, July.

    More about this item

    Statistics

    Access and download statistics

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:bla:stratm:v:3:y:1982:i:4:p:287-301. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Wiley Content Delivery (email available below). General contact details of provider: http://onlinelibrary.wiley.com/journal/10.1111/0143-2095 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.