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Summary CLS
 2 veces vendidas
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  • Corporate Level Strategy
  • Institución
  • Tilburg University (UVT)

This document first has a comprehensive summary of the conclusion and hypotheses of all papers need to be read. Then, an extensive summary is given per paper. At last, college notes are added as well.

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Información del documento

  • 14 de octubre de 2023
  • 45
  • 2023/2024
  • Resumen

Temas

  • summary cls
  • corporate level strategy
  • cls
  • strategic management
  • summary corporate level strategy

Escuela, estudio y materia

  • Tilburg University (UVT)
  • Strategic Management
  • Corporate Level Strategy
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Summary of the papers
L2: Diversification benefits & costs
Synergy, coordination costs, and diversification choices (Zhou, 2001)

Deductive:

 H1: A firm is less likely to diversify into a new business when its existing business lines are
more complex
 H2: a firm’s likelihood of diversifying into a new business decreases more with the complexity
in the firm’s existing business lines if they share more inputs with the new business


Conclusion: Similarity of inputs increases the probability that the firm diversifies into the target
business, but the firm is less likely to diversify into any new business when it has greater complexity

Does the diversification-firm performance relationship change over time? A meta-analytical
review(Schommer et al., 2019)

Deductive:

 H1. Overall levels of diversification have decreased over time (partially supported)
 H2: The relationship between diversification and firm performance has become more positive
over time
 H3: the relationship between unrelated diversification and firm performance has improved
more over time than the relationship between related diversification and firm performance

Conclusion: Unrelated diversification seems to have declined in a linear fashion (Inherent inverted U-
shaped relationship  historically true, but the right hand side has become flatter over time). Related
diversification appears to have increased again after initial decrease

L3: expansion mode choices
Ambidexterity under scrutiny: exploration and exploitation via internal organization, alliances, and
acquisitions (Stettner & Lavie 2014)

Deductive:

 H1: balancing exploration and exploitation within a mode of operation (internal organization,
alliances, or acquisitions) will undermined firm performance relative to concentrating on
either exploration or exploitation in that mode
 H2: balancing exploration and exploitation across modes of operation will enhance firm
performance relative to concentrating on either exploration in both modes or exploitation in
both modes
 H3: Balancing exploration and exploitation across modes of operations will enhance firm
performance more than balancing exploration and exploitation within the corresponding
modes of operation
 H4: When exploration and exploitation are balanced across modes of operation, exploration
will enhance firm performance more via an externally oriented mode than via an internally
oriented mode; likewise, exploitation will enhance firm performance more via an internally
oriented mode than via an externally oriented mode.

,Conclusion: Findings show how a firm enhances its performance when exploring in one mode while
exploiting in another (across modes) especially when balancing these activities across the internal
organization and acquisition mode. Explore via externally oriented modes (exploration) while
exploiting via internally oriented modes (internal organization), with alliances as an intermediate
alternative

Governance mode vs governance fit: performance implications of make-or-ally choices for product
innovation in the worldwide aircraft industry (Castañer et al., 2014)

Deductive:

 H1: Product innovations undertaken through horizontal collaboration (H1a) achieve greater
unit sales and (H1b) incur longer time-to-market than product innovations undertaken
through autonomous governance
 H2: the better the fit between governance mode chosen and the resource endowment of the
firm, as well as the resource requirements of a new product, (H2a) the greater the new
product’s unit sales and (H2b) the shorter its time-to-market

Conclusion: Firms whose product innovation modes are aligned with surrounding exchange and
production considerations achieve greater sales and shorter time-to-market than other firms.
Collaboration involves a direct combination advantage and direct governance disadvantage which
cannot be traded off against each other



L4: M&As
Acquisition motives and the distribution of acquisition performance (Rabier, 2017)

Deductive:

 H1a: Operating synergy acquisitions are more likely to be extreme value-enhancing events for
acquirers than acquisitions primarily motivated by financial synergies
 H1b: operating synergy acquisitions are more likely to be extreme value-decreasing events for
acquirers than acquisitions primarily motivated by financial synergies

Conclusion: relative to acquisitions due to financial synergies, acquisitions motivated by operating
synergies experience more extreme positive and negative buy-and-hold returns

Disentangling the performance effects of efficiency and bargaining power in horizontal growth
strategies: an empirical investigation in the global retail industry (Moatti et al., 2015)

Deductive:

 H1: compared with organic growth, M&A result in greater bargaining power
 H2: compared to organic growth, M&A result in lower operating efficiency

Conclusion: M&A affect performance negatively while organic growth positively affects
performance. M&A operating efficiency losses outweigh bargaining power gains  negative net
impact on firm profitability

L5: CEOS and corporate strategy
Human capital and learning as a source of sustainable competitive advantage (Hatch & Dyer)

Deductive

,  H1: greater female board representation will be associated with fewer acquisitions
 H2: greater female board representation will be associated with smaller acquisition


Conclusion:Robust evidence that greater female board representation was negatively associated with
both overall firm acquisitiveness and target acquisition size

Ripple effects of CEO awards: investigating the acquisition activities of superstar CEOS’ competitors
(Shi et al., 2017)

Deductive

 H1: competitor CEOs of award-winning CEOs will have a larger (a) number of acquisitions and
(b) value of acquisitions in the post award period than in the preaward period
 H2A: the increase in the number of acquisitions from the preaward period to the post award
period conducted by competitor CEOs of award-winning CEOs will be stronger when the
competitor CEOs’ firms have greater product similarity with the award-winning CEOs’ firm
 H2B: the increase in the value of acquisitions from the preaward period to the post award
period conducted by competitor CEOs of award-winning CEOS will be stronger when the
competitor CEOS’ firms have greater product similarity with the award-winning CEOs’ firms
 H3A: the increase in the number of acquisitions from the preaward period to the post award
period conducted by competitor CEOs of award-winning CEOs had a higher likelihood of
winning CEO awards
 H3B: the increase in the value of acquisitions from the preaward period to the post award
period conducted by competitor CEOs of award-winning CEOs will be stronger when the
competitor CEOs had a higher likelihood of winning award
 H4: acquisitions conducted by competitor CEOs in the post award period will be associated
with lower stock market reactions than acquisitions conducted by the same competitor CEOs
in the preaward period
Conclusion: Superstar CEOs’ competitors undertake intensive acquisition activities in the post award
period, specially salient when they had a likelihood of winning CEO awards. Acquisitions conducted
post ward lead to lower ROA relative to pre award - Social status-driven acquisitions may be
oriented to self-interest rather than shareholder interest

L6: Divestitures

Adding by subtracting: the relationship between performance feedback and resource
reconfiguration through divestitures (Vidal & Mitchell, 2015)

Deductive:

 H1a:The greater the decline in performance, the greater a firm’s divestiture activity, with the
strongest impact on full divestitures
 H1b: the greater the increase in performance, the greater a firm’s divestiture activity, with
the strongest impact on partial divestitures
 H2a: the lower the current performance, the more impact that declining performance will
have on divestitures, with the strongest effect on full divestitures
 H2b: the higher the current performance, the more impact that increasing performance will
have on divestitures, with the strongest effect on partial divestitures

, Conclusion: Firms with increasing performance engage in divestiture as a way to free resources that
can be reinvested in opportunities maintaining or enhancing their superior performance. Firms that
perform higher than their historical aspiration appear to use (partial) divestitures to tighten their
operations  context specific. No support for the idea that declining performance increases the
number of divestitures as a way of retrenching  scared to further damage firms?

Legacy divestitures: motives and implications (Feldman, 2014)

Deductive:

 H1: upon the announcement of a legacy divestiture, the stock market performance of a firm
that divests its legacy business will exceed that of a firm that retains a comparable legacy
business
 H2: The shorter the tenure of a company’s CEO, the more likely that manager will be to divest
rather than retain his firm’s legacy business
 H3: In the short-term following a legacy divestiture, the operating performance of a firm that
divests its legacy business will be lower than that of a firm that retains a comparable legacy
business
 H4: When a legacy business is industrially related to other units in a firm, the operational cost
associated with divesting rather than retaining that business will be greater than it is when a
legacy business is industrially unrelated to other units in a company
 H5: the shorter the tenure of a company’s CEO, the greater will be the operational cost
associated with divesting rather than retaining that firm’s legacy business



Conclusion: Taken-for-grantedness and external pressure help explain why legacy divestitures are
undertaken: Short tenure CEOs  little history  Susceptible to external pressure. Investors
response favorable to announcements of legacy divestitures < > Costly to divest  Operating
performance is found to be lower in the four years after divestiture (no statistical difference in years
thereafter)

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