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Synergy and Organization: The Case of Danfoss

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Author Info
Mikael Iversen
Abstract

This paper suggest a typology of possible sources of synergies. The paper further proposes that companies cannot exploit all opportunities for synergy because these may require coordination which might add costs that more than offset the advantages gained. The cost of coordination in turn depends on the organiza-tional context, because it affects the way the sources of synergies must be coordi-nated. These propositions are subsequently illustrated with examples from the Danish company, Danfoss.

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Paper provided by Department of Industrial Economics and Strategy, Copenhagen Business School in its series IVS/CBS Working Papers with number 99-11.

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Handle: RePEc:ivs:iivswp:99-11

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Web page: http://www.cbs.dk/forskning_viden/fakulteter_institutter_centre/institutter/oekonomi/ivs/

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Related research
Keywords: synergy; corporate organization; strategy;

Find related papers by JEL classification:
D2 - Microeconomics - - Production and Organizations
L2 - Industrial Organization - - Firm Objectives, Organization, and Behavior
M1 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration

References listed on IDEAS
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  1. Holmstrom, Bengt & Milgrom, Paul, 1991. "Multitask Principal-Agent Analyses: Incentive Contracts, Asset Ownership, and Job Design," Journal of Law, Economics and Organization, Oxford University Press, vol. 7(0), pages 24-52, Special I.
  2. Spiller, Pablo T & Zelner, Bennet A, 1997. "Product Complementarities, Capabilities and Governance: A Dynamic Transaction Cost Perspective," Industrial and Corporate Change, Oxford University Press, vol. 6(3), pages 561-94, September.
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This page was last updated on 2009-12-9.

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