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Corporate diversity and economic performance: The impact of market specialization

Author

Listed:
  • Noel Capon
  • James M. Hulbert
  • John U. Farley
  • L. Elizabeth Martin

Abstract

This papers introduces a market‐based typology of corporate strategy, which builds on previous typologies (Rumelt 1974, 1982). We argue that, because different markets require different skills for success, firms which concentrate in one market area (consumer or industrial), at given levels of diversification, should achieve superior performance. Empirical tests with a sample of manufacturing firms support this proposed relationship between diversification strategy and financial performance.

Suggested Citation

  • Noel Capon & James M. Hulbert & John U. Farley & L. Elizabeth Martin, 1988. "Corporate diversity and economic performance: The impact of market specialization," Strategic Management Journal, Wiley Blackwell, vol. 9(1), pages 61-74, January.
  • Handle: RePEc:bla:stratm:v:9:y:1988:i:1:p:61-74
    DOI: 10.1002/smj.4250090106
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    Cited by:

    1. Schierstedt, Bennet & Henn, Marisa & Lutz, Eva, 2020. "Diversified acquisitions in family firms: Restricted vs. extended family priorities," Journal of Family Business Strategy, Elsevier, vol. 11(2).
    2. Catherine M. Daily & Dan R. Dalton, 1993. "Board of Directors Leadership and Structure: Control and Performance Implications," Entrepreneurship Theory and Practice, , vol. 17(3), pages 65-81, April.
    3. Duysters, Geert & Hagedoorn, John, 1996. "The effect of core competence building on companies performance," Research Memorandum 010, Maastricht University, Maastricht Economic Research Institute on Innovation and Technology (MERIT).
    4. James V. Koch & Richard J. Cebula, 1994. "In Search Of Excellent Management," Journal of Management Studies, Wiley Blackwell, vol. 31(5), pages 681-699, September.
    5. Sang, Nguyen Minh, 2017. "Income Diversification and Bank Efficiency in Vietnam," OSF Preprints 9x2yz, Center for Open Science.

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