Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
25
K. L. Stimpert and Irene M. Duhaime, “Seeing the Big Picture:
The Influence of Industry, Diversification, and Business Strategy
on Performance,” Academy of Management Journal, 1997,
Vol. 40, No. 3, pp. 560–583.
26
See Chandler, Strategy and Structure; and Yakov Amihud and Baruch
Lev, “Risk Reduction as a Managerial Motive for Conglomerate
Mergers,” Bell Journal of Economics, 1981, pp. 605–617.
27
Chandler, Strategy and Structure; and Williamson, Markets and
Hierarchies.
28
For a discussion of the limitations of unrelated diversification,
see Jay Barney and William G. Ouchi,
Organizational Economics
(San Francisco: Jossey-Bass, 1986).
29
See Barry Hedley, “A Fundamental Approach to Strategy Develop-
ment,”
Long Range Planning, December 1976, pp. 2–11; and Bruce
Henderson, “The Experience Curve-Reviewed: IV. The Growth Share
Matrix of the Product Portfolio,” Perspectives, 1973, No. 135, pp. 1–18.
30
Michael G. Allen, “Diagramming G.E.’s Planning for What’s
WATT,” in Robert J. Allio and Malcolm W. Pennington (eds.),
Corporate Planning: Techniques and Applications (New York:
AMACOM, 1979). Limits of this approach are discussed in R. A.
Bettis and W. K. Hall, “The Business Portfolio Approach: Where
It Falls Down in Practice,” Long Range Planning, March 1983,
pp. 95–105.
31
“Unilever to Sell Specialty-Chemical Unit to ICI of the U.K. for
About $8 Billion,”
Wall Street Journal, May 7, 1997, pp. A3, A12;
and “For Unilever, It’s Sweetness and Light,” Wall Street Journal,
April 13, 2000, pp. B1, B4.
32
“Unprofitable Businesses Getting Axed More Often,” Wall Street
Journal, February 17, 2009, pp. B1, B2.
33
James Brian Quinn, Henry Mintzberg, and Robert M. James, The
Strategy Process (Englewood Cliffs, NJ: Prentice Hall, 1988).
34
Vasudevan Ramanujam and N. Venkatraman, “Planning System
Characteristics and Planning Effectiveness,”
Strategic Manage-
ment Journal, 1987, Vol. 8, No. 2, pp. 453–468.
35
“Coca-Cola May Need to Slash Its Growth Targets,” Wall Street
Journal, January 28, 2000, p. B2. See also “Pepsi and Coke Roll
Out Flavors to Boost Sales,” Wall Street Journal, May 7, 2002,
pp. B1, B4.
36
“Finally, Coke Gets It Right,” BusinessWeek, February 10, 2003, p. 47.
37
“Marriage at 30,000 Feet,” Bloomberg BusinessWeek, February
6–12, 2012, pp. 58–64.
38
K. A. Froot, D. S. Scharfstein, and J. C. Stein, “A Framework for
Risk Management,”
Harvard Business Review, November–
December 1994, pp. 91–102.
39
“How the Fixers Fended Off Big Disasters,” Wall Street Journal,
December 23, 1999, pp. B1, B4.
40
“At Wal-Mart, Emergence Plan Has Big Payoff,” Wall Street
Journal, September 12, 2005, pp. B1, B3.
41
“Next Time,” USA Today, October 4, 2005, pp. 1B, 2B. See also
Judith A. Clair and Ronald L. Dufresne, “How Companies Can
Experience Positive Transformation from a Crisis,” Organiza-
tional Dynamics, 2007, Vol. 36, No. 1, pp. 63–77.
42
“Lacking Parts, G. M. Will Close Plant,” New York Times, March
17, 2011.
43
Michael Watkins and Max Bazerman, “Predictable Surprises: The
Disasters You Should Have Seen Coming,”
Harvard Business
Review, March 2003, pp. 72–81.
Do'stlaringiz bilan baham: