Research on corporate diversification: A synthesis.

Berry CH. (1971) Corporate Growth and Diversification. Journal of Law and Economics 14(2): 371-383.

a synthesis of the research done in developed and ..

Diane Denis is Professor & Katz Alumni Chair in Finance. Professor Denis has published widely in the areas of mergers and acquisitions, corporate diversification, corporate restructuring, and other areas of corporate governance and corporate finance. She has published in the Journal of Financial Economics, the Review of Financial Studies, the Journal of Finance, and the Journal of Accounting and Economics, as well as in other finance journals. She serves as an associate editor for a number of finance journals and is the co-editor of a two-volume book of readings on international corporate governance. Her teaching interests are in corporate finance and mergers and acquisitions at the graduate and undergraduate levels. Professor Denis received a BS in Finance from Oakland University in 1980, an MBA from the Cranfield Institute of Technology in the UK in 1981, and a PhD in Finance from the University of Michigan in 1990. She joined Katz in 2011, following 16 years on the faculty at Purdue University and six years on the faculty at Virginia Polytechnic Institute and State University. She served as the Senior Associate Dean for Faculty & Research at Purdue from 2006-2009.

However, a synthesis of the research done in developed and emerging markets is missing.

“Research on Corporate Diversification: A Synthesis ..

This paper attempts such a synthesis by comparing and contrasting the past cumulative empirical research evidence on the relationship between diversification and firm performance in the context of developed economies to the more recent work in the emerging economies.

Stowe JD &Xing X. (2006) Can growth opportunities explain the diversification discount? Journal of Corporate Finance 12(4): 783-796.

I joined Prof. T Pradeep as a summer research fellow (May-July 2013) at DST Unit of Nanoscience, IIT Madras. This summer fellowship was sponsored by the Indian Academy of Sciences. During the internship I worked on synthesis and characterizing of thiol protected palladium nano-clusters. The project gave me more insight into various characterization techniques like Electrospray Ionisation Mass Spectrometry (ESI MS) , Matrix Assisted Laser Desorption/Ionisation (MALDI), Field Emission Scanning Electron Microscopy (FESEM), Transmission Electron Microscopy (TEM) and High Performance Liquid Chromatography (HPLC).

Ramanujam V &Varadarajan P. (1989) Research on corporate diversification: A synthesis. Strategic Management Journal 10(6): 523-551.


corporate diversification: A synthesis.

The federated mode of IT configuration attempts to balance organizational paradoxes of business diversification by controlling interest conflicts and power tensions in a well-organized way (). While the decentralized mode of IT configuration makes data transparency and coordination unrealistic across diversifying units and/or firms, centralized impositions of IT resources are not beneficial to autonomous business units and/or firms (; ). The federated mode of IT configuration allows the authority for distinct interest needs of IT activities of diversifying units and meanwhile, maintains an acceptable level of corporate-wide coordination, collaboration and cooperation ().

including its level of diversification, corporate ..

Kim WC, Hwang P &Burgers WP. (1989) Global diversification strategy and corporate profit performance. Strategic Management Journal 10(1): 45-57.

Research on corporate diversification: a synthesis.

The conceptual framework of evolutionary biology emerged with the Modern Synthesis in the early twentieth century and has since expanded into a highly successful research program to explore the processes of diversification and adaptation.

and the Dynamics of Corporate Diversification ..

Federated IT configuration: Relying upon individualistic drives and their interactive tensions, corporations function in a relationship system of distinct but symbiotic environmental forces. Even the most decentralized organizations have to maintain strong needs for central control over standards and operating procedures (). Management literature has acknowledged special organizational tensions inherent in both strategies of related and unrelated diversifications (). Although overall political consensus and goal congruence among managers of business units and/or firms arise as strategic outcomes of related diversification, organizational openness and sensitivity to contingencies of a wide variety of environmental forces are still under the general protocol of diversifying corporations. Likewise, while interest conflicts and power tensions invariably emerge within the unrelated diversification, the organizational requirements and practice for corporate-wide coordination, collaboration and cooperation are desirable (; ). The organizational paradox particularly associated with the introduction and implementation of business diversification leads to the search for a highly adaptive mode of IT configuration.