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Implementing the unrelated product strategy

Author

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  • Kenneth N. M. Dundas
  • Peter R. Richardson

Abstract

There has been considerable debate over the viability of the unrelated product, or conglomerate strategy. The financial arguments for and against its viability are well known. However, the administrative imperatives for its successful implementation have not been well investigated. The paper argues that there are a number of critical administrative contingencies for successful implementation of this strategy which only a few unrelated product firms have recognized. These concern policies dealing with acquisition, divestment, portfolio structure, management and organization. The paper discusses each in turn, describing specific instances of success and failure to illustrate the major points of the argument.

Suggested Citation

  • Kenneth N. M. Dundas & Peter R. Richardson, 1982. "Implementing the unrelated product strategy," Strategic Management Journal, Wiley Blackwell, vol. 3(4), pages 287-301, October.
    • Handle: RePEc:bla:stratm:v:3:y:1982:i:4:p:287-301
    DOI: 10.1002/smj.4250030402
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    Cited by:

    1. Ling Xue & Gautam Ray & Xia Zhao, 2017. "Managerial Incentives and IT Strategic Posture," Information Systems Research, INFORMS, vol. 28(1), pages 180-198, March.
    2. Michele Cincera & Julien Ravet, 2014. "Globalisation, industrial diversification and productivity growth in large European R&D companies," Journal of Productivity Analysis, Springer, vol. 41(2), pages 227-246, April.
    3. Samia Belaounia, 2000. "Liens inter-métiers et synergies opérationnelles:application à un échantillon de quinze groupes bancaires français," Revue Finance Contrôle Stratégie, revues.org, vol. 3(4), pages 5-35, December.
    4. Gautam Ahuja & Curba Morris Lampert & Vivek Tandon, 2014. "Paradigm-Changing vs. Paradigm-Deepening Innovation: How Firm Scope Influences Firm Technological Response to Shocks," Organization Science, INFORMS, vol. 25(3), pages 653-669, June.
    5. Frédéric Perdreau, 1998. "Désengagements et recentrage en France:1986-1992," Revue Finance Contrôle Stratégie, revues.org, vol. 1(2), pages 137-165, June.
    6. Chien-Nan Chen & Wenyi Chu, 2012. "Diversification, resource concentration, and business group performance: Evidence from Taiwan," Asia Pacific Journal of Management, Springer, vol. 29(4), pages 1045-1061, December.
    7. Dooms, E., 2005. "Control in multidivisional firms : Levels issues and internal differentiation," Other publications TiSEM bc7c1906-d54c-46e5-9d8e-1, Tilburg University, School of Economics and Management.
    8. Ly, Kim Cuong & Liu, Hong & Opong, Kwaku, 2017. "Who acquires whom among stand-alone commercial banks and bank holding company affiliates?," International Review of Financial Analysis, Elsevier, vol. 54(C), pages 144-158.
    9. Frédéric Perdreau, 1998. "Désengagements et recentrages en France : 1986-1992," Post-Print halshs-00520594, HAL.
    10. Andreas Bausch & Frithjof Pils, 2009. "Product diversification strategy and financial performance: meta-analytic evidence on causality and construct multidimensionality," Review of Managerial Science, Springer, vol. 3(3), pages 157-190, November.
    11. Xu, Weidong & Gao, Xin & Li, Donghui & Zhuang, Mingming & Yang, Shijie, 2022. "Serial acquirers and stock price crash risk: International evidence," Journal of International Financial Markets, Institutions and Money, Elsevier, vol. 78(C).
    12. Li-Hsing Ho & Chen-Cheng Tsai, 2018. "A Model Constructed to Evaluate Sustainable Operation and Development of State-Owned Enterprises after Restructuring," Sustainability, MDPI, vol. 10(7), pages 1-11, July.

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