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Sebastian Knoll suggests that the successful realization of growth synergies is associated with a selective focus on specific growth opportunities, decentralized cross-business collaboration that motivates productive business unit self-interest, and a corporate management approach that guides and balances this self-interest in an evolutionary fashion.
Global economic integration has changed business conditions significantly. Corporations operating internationally and establishing foreign subsidiaries are facing the obligation as well as the challenge to profit from cross-border interaction. However, potential synergetic benefits provided by the international environment are accompanied by even more demanding challenges. This study elaborates to which extend German small and medium-sized manufacturing businesses could benefit from the implementation of a strategic cross-border synergy management. The study is based on a single case study deriving the research hypotheses and a survey investigating cross-border interaction throughout a sample of small and medium-sized manufacturing businesses. Based on the research findings, this paper proposes a holistic framework, designed for strategists of small and medium-sized manufacturing business. It outlines the establishment of the cross-border synergy management concept as part of the corporate strategy and the efficient and effective management of international interaction. 'Synergies are not realized by themselves - they have to be identified and actively developed within a professionally coordinate process. Management of synergy seeking organizations is asked for intensive efforts beyond daily operations' (Weber and Roventa, 2006).
This groundbreaking study, cited in Business Week, explains how companies often pay too much--and never realize goals of increased performance and market strength--in their quests to acquire other companies. By examining such variables as method of payment and strategic relatedness, Sirower provides the first formal definitions for synergies. 10 illustrations.
Realizing synergies across different businesses is a mulitbusiness firm’s generic strategic challenge. Eva Bilhuber Galli investigates the role of social capital in cross-business collaboration and how to build it effectively with leadership development practices.
Many companies are not single businesses but a collection of businesses with one or more levels of corporate management. Written for managers, advisors and students aspiring to these roles, this book is a guide to decision-making in the domain of corporate strategy. It arms readers with research-based tools needed to make good corporate strategy decisions and to assess the soundness of the corporate strategy decisions of others. Readers will learn how to do the analysis for answering questions such as 'Should we pursue an alliance or an acquisition to grow?', 'How much should we integrate this acquisition?' and 'Should we divest this business?'. The book draws on the authors' wealth of research and teaching experience at INSEAD, London Business School and University College London. A range of learning aids, including easy-to-comprehend examples, decision templates and FAQs, are provided in the book and on a rich companion website.
Now beyond its eleventh printing and translated into twelve languages, Michael Porter’s The Competitive Advantage of Nations has changed completely our conception of how prosperity is created and sustained in the modern global economy. Porter’s groundbreaking study of international competitiveness has shaped national policy in countries around the world. It has also transformed thinking and action in states, cities, companies, and even entire regions such as Central America. Based on research in ten leading trading nations, The Competitive Advantage of Nations offers the first theory of competitiveness based on the causes of the productivity with which companies compete. Porter shows how traditional comparative advantages such as natural resources and pools of labor have been superseded as sources of prosperity, and how broad macroeconomic accounts of competitiveness are insufficient. The book introduces Porter’s “diamond,” a whole new way to understand the competitive position of a nation (or other locations) in global competition that is now an integral part of international business thinking. Porter's concept of “clusters,” or groups of interconnected firms, suppliers, related industries, and institutions that arise in particular locations, has become a new way for companies and governments to think about economies, assess the competitive advantage of locations, and set public policy. Even before publication of the book, Porter’s theory had guided national reassessments in New Zealand and elsewhere. His ideas and personal involvement have shaped strategy in countries as diverse as the Netherlands, Portugal, Taiwan, Costa Rica, and India, and regions such as Massachusetts, California, and the Basque country. Hundreds of cluster initiatives have flourished throughout the world. In an era of intensifying global competition, this pathbreaking book on the new wealth of nations has become the standard by which all future work must be measured.
The comprehensive approach has been a new emerging phenomenon within the field of strategic studies, national security, and international defence. Former NATO secretary-general Rasmussen posited that this approach not only makes senseit is necessary. Yet with the rise of asymmetric warfare and the emergence of new constructs, the comprehensive approach is not supported by a necessary framework, model, or theory. Indeed, if the military alone is unable to solve the root cause of conflicts, then other elements of national and international power must collaborate more closely. In SynergyA Theoretical Model of Canadas Comprehensive Approach, author, senior lecturer and strategic management consultant Eric Dion proposes a theoretical model for this new approach: How can such an integrated decision-making model be constructed for the comprehensive approach? Where and when, who and with whom, what, how, why, and to what effect can such a model be employed? Synergy answers these questions with an integrated theoretical model constructed of six management dimensions: the situational context, the sociocultural, the organisational structure, the strategic policies, the systemic processes, and the synergy dynamics. Together, these six dimensions fundamentally represent what would be the basic constructs for a more integrated theoretical model of the comprehensive approach. Taking a strategic management perspective on the comprehensive approach can open new perspectives within the field of national security and defence, a field traditionally dominated by political science and international relations. In the end, synergy appears to better explain the complex dynamics at play within the comprehensive approach.