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Diversification and Desynchronicity: An Organizational Portfolio Perspective on Corporate Risk Reduction

Author

Listed:
  • Xue-Feng Shao

    (Discipline of International Business, The University of Sydney, Sydney, NSW 2006, Australia)

  • Kostas Gouliamos

    (Department of Management and Marketing, School of Business Administration, European University Cyprus, 1516 Nicosia, Cyprus)

  • Ben Nan-Feng Luo

    (School of Labor and Human Resources, Renmin University of China, Beijing 100872, China)

  • Shigeyuki Hamori

    (Graduate School of Economics, Kobe University, 2-1 Rokkodai, Nada-Ku, Kobe 657-8501, Japan)

  • Stephen Satchell

    (Discipline of Finance, The University of Sydney, Sydney, NSW 2006, Australia
    Trinity College, University of Cambridge, Cambridge CB2 1TQ, UK)

  • Xiao-Guang Yue

    (Department of Management and Marketing, School of Business Administration, European University Cyprus, 1516 Nicosia, Cyprus
    Center for Research and Innovation in Business Sciences and Information Systems, Polytechnic Institute of Porto, 4610-156 Felgueiras, Portugal
    Rattanakosin International College of Creative Entrepreneurship, Rajamangala University of Technology Rattanakosin, Nakhon Pathom 73170, Thailand)

  • Jane Qiu

    (Australian Graduate School of Management, University of New South Wales, Sydney, NSW 2031, Australia)

Abstract

A longstanding objective of managers is to reduce risk to their businesses. The conventional strategy for risk reduction is diversification; however, evidence for the effectiveness of diversification remains inconclusive. According to Organizational Portfolio Analysis, firms are viewed as portfolios of business units, and the key to risk reduction is both diversification and synchronization compensation. This study introduces “desynchronicity”, a process that operationalizes synchronization compensation by assessing the degree of correlation between income streams of business units. Two samples of 737 and 332 firms (from COMPUSTAT) were used to empirically test the relationships between diversification and risk, and desynchronicity and risk. The results show that diversification alone will not always lead to a lower corporate risk. To reduce risk, firms also need to consider the desynchronicity of their business portfolios. Other practical implications include improved decisions on portfolio composition.

Suggested Citation

  • Xue-Feng Shao & Kostas Gouliamos & Ben Nan-Feng Luo & Shigeyuki Hamori & Stephen Satchell & Xiao-Guang Yue & Jane Qiu, 2020. "Diversification and Desynchronicity: An Organizational Portfolio Perspective on Corporate Risk Reduction," Risks, MDPI, vol. 8(2), pages 1-16, May.
    • Handle: RePEc:gam:jrisks:v:8:y:2020:i:2:p:51-:d:361573
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    References listed on IDEAS

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