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Corporate Diversification: Good for Some Bad for Others

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Author Info
Felipe Balmaceda ()
Abstract

In this paper a model based on conflicts of interest between shareholders, the CEO and divisional managers is developed to explain why corporate diversification is good for some firms and bad for others. It is shown that when the decision to diversify is endogenous, whether diversification destroys value depends on the severity of con‡icts of interests and the complementarities across divisions and not, as usual in the literature that explains value-decreasing diversification, on the efficiency of internal capital markets.

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Paper provided by Centro de Economía Aplicada, Universidad de Chile in its series Documentos de Trabajo with number 141.

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Date of creation: 2002
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Handle: RePEc:edj:ceauch:141

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    Other versions:
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    Other versions:
  12. Meyer, Margaret & Milgrom, Paul & Roberts, John, 1992. "Organizational Prospects, Influence Costs, and Ownership Changes," Journal of Economics & Management Strategy, Blackwell Publishing, vol. 1(1), pages 9-35, Spring.
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  19. Karl Lins & Henri Servaes, 1999. "International Evidence on the Value of Corporate Diversification," Journal of Finance, American Finance Association, vol. 54(6), pages 2215-2239, December. [Downloadable!] (restricted)
  20. Steven N. Kaplan & Mark L. Mitchell & Karen H. Wruck, 1997. "A Clinical Exploration of Value Creation and Destruction in Acquisitions: Organizational Design, Incentives, and Internal Capital Markets," NBER Working Papers 5999, National Bureau of Economic Research, Inc. [Downloadable!] (restricted)
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  21. Yakov Amihud & Baruch Lev, 1981. "Risk Reduction as a Managerial Motive for Conglomerate Mergers," Bell Journal of Economics, The RAND Corporation, vol. 12(2), pages 605-617, Autumn. [Downloadable!] (restricted)
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  23. Weisbach, Michael S., 1995. "CEO turnover and the firm's investment decisions," Journal of Financial Economics, Elsevier, vol. 37(2), pages 159-188, February. [Downloadable!] (restricted)
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