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The Dynamics of the Diversified Corporation and the Role of Central Management of Technology

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  • Jens Frøslev Christensen

Abstract

This paper discusses 1) the generic forces that drive the evolution of diversified industrial corporations and their implications for the corporate technology base, 2) the changing role of the central R&D lab in the context of these forces, and 3) the role of management of technology in promoting dynamic coherence in diversified - and highly decentralized - corporations. The line of argument in the paper is illustrated by an indepth case-study of Danfoss, a Danish multi-divisional corporation operating within mechatronical markets.

Suggested Citation

  • Jens Frøslev Christensen, 1998. "The Dynamics of the Diversified Corporation and the Role of Central Management of Technology," DRUID Working Papers 98-4, DRUID, Copenhagen Business School, Department of Industrial Economics and Strategy/Aalborg University, Department of Business Studies.
    • Handle: RePEc:aal:abbswp:98-4
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    File URL: http://www3.druid.dk/wp/19980004.pdf
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    References listed on IDEAS

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    1. Nicolai J Foss & Jens Frøslev Christensen, 2001. "A market-process approach to corporate coherence," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 22(4-5), pages 213-226.
    2. Dosi, Giovanni, 1993. "Technological paradigms and technological trajectories : A suggested interpretation of the determinants and directions of technical change," Research Policy, Elsevier, vol. 22(2), pages 102-103, April.
    3. Pari Patel & Keith Pavitt, 1991. "Large Firms in the Production of the World’s Technology: An Important Case of “Non-Globalisation”," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 22(1), pages 1-21, March.
    4. Argyres, Nicholas S., 1995. "Technology strategy, governance structure and interdivisional coordination," Journal of Economic Behavior & Organization, Elsevier, vol. 28(3), pages 337-358, December.
    5. Ewan Ferlie, 1996. "The Nature And Transformation Of Corporate Headquarters: A Review Of Recent Literature And A Research Agenda," Journal of Management Studies, Wiley Blackwell, vol. 33(4), pages 495-523, July.
    6. Teece, David J. & Rumelt, Richard & Dosi, Giovanni & Winter, Sidney, 1994. "Understanding corporate coherence : Theory and evidence," Journal of Economic Behavior & Organization, Elsevier, vol. 23(1), pages 1-30, January.
    7. Dong-Jae Kim & Bruce Kogut, 1996. "Technological Platforms and Diversification," Organization Science, INFORMS, vol. 7(3), pages 283-301, June.
    8. Christensen, Jens Froslev, 1995. "Asset profiles for technological innovation," Research Policy, Elsevier, vol. 24(5), pages 727-745, September.
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    Cited by:

    1. repec:eee:tefoso:v:122:y:2017:i:c:p:243-252 is not listed on IDEAS
    2. Husted, Kenneth, 1999. "Between Autonomy and Control: The role of industrial researchers’ decision-making," Working Papers 11/1999, Copenhagen Business School, Department of Management, Politics & Philosophy.
    3. Piscitello, Lucia, 2000. "Relatedness and coherence in technological and product diversification of the world's largest firms," Structural Change and Economic Dynamics, Elsevier, vol. 11(3), pages 295-315, September.

    More about this item

    Keywords

    Corporate strategy; diversified corporations; management of technology;

    JEL classification:

    • L22 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Organization and Market Structure
    • O32 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights - - - Management of Technological Innovation and R&D
    • L64 - Industrial Organization - - Industry Studies: Manufacturing - - - Other Machinery; Business Equipment; Armaments

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