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Books on the topic 'Diversification strategies'

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Published: 4 June 2021
Last updated: 28 May 2022

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1

Papaioannou, Michael G. Emerging market portfolios: Diversification and hedging strategies. Chicago: Irwin Professional Pub., 1997.

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2

Silhan, Peter A. Using simulated mergers to evaluate corporate diversification strategies. [Urbana, Ill.]: College of Commerce and Business Administration, University of Illinois at Urbana-Champaign, 1985.

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3

Mallory, Geoff. UK diversification strategies and performance: Revisiting Luffman and Reed. Milton Keynes: Open Business School Research, 1997.

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4

Cooney, Simon J. The role of agency stewardship in pursuit of diversification strategies: An Irish perspective. Dublin: University College Dublin, Graduate School of Business, 1998.

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5

Woolridge, J. Randall. Asset diversification strategies for federally chartered savings and loan associations. Washington, D.C: Federal Home Loan Bank Board, Office of Policy and Economic Research, 1988.

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6

Diversification strategies for regulated and deregulated industries: Lessons from the airlines. Lexington, Mass: Lexington Books, 1985.

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7

Campbell, Andrew, 1950 Aug 3- and Centre for Business Strategy, eds. Strategies and styles: The role of the centre in managing diversified corporations. Oxford: Basil Blackwell, 1989.

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8

Goold, Michael. Strategies and styles: The role of the centre in managing diversified corporations. Oxford, OX, UK: B. Blackwell, 1987.

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9

Goold, Michael. Strategies and styles: The role of the centre in managing diversified corporations. Oxford: Basil Blackwell, 1988.

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10

Neto, Raul Gouvea. Market performance and regional impact of export diversification strategies: A portfolio approach. [Urbana, Ill.]: College of Commerce and Business Administration, University of Illinois at Urbana-Champaign, 1987.

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11

K, Gopalakrishna C., and Bankers Institute of Rural Development, eds. Loan diversification strategies in RRB's: Study conducted under SDC project for Bird. Lucknow: Bankers Institute of Rural Development, 1998.

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12

Mehta, G. S. Towards improving livelihoods in mountains: Options & strategies. Delhi: Zenith Books International, 2008.

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13

Booth, Darcie L. The impact of product and geographic diversification strategies on corporate performance in the North American forest products sector. Vancouver: Forest Economics and Policy Analysis Research Unit, 1989.

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14

Jones, Geoffrey. Diversification strategies and corporate governance in trading companies: Anglo-Japanese comparisons since the late nineteenth century. Reading, England: University of Reading, Dept. of Economics, 1996.

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15

Grant, R. M. The elusive gains from related diversification: The strategies and performance of the new "financial service supermarkets". London: City University Business School, 1987.

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16

Grant, R. M. The elusive gains from related diversification: The strategies and performance of the new "financial service supermarkets". London: City University Business School, 1987.

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17

Branscomb, Lewis M. Japanese innovation strategies: Technical support for business visions. Cambridge, Mass: Center for Science and International Affairs, Harvard University, 1993.

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18

Diversification Strategy. London: Kogan Page Publishers, 2009.

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19

Kenny, Graham. Diversification strategy: How to grow a business by diversifying successfully. London: Kogan Page, 2009.

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20

Fiedler, Frank. Neumarkenlancierung versus Monomarken-Strategie: Die Angebotsdifferenzierung von Industriebetrieben dargestellt am Beispiel der Haka-Konfektion. Münster: Lit, 1991.

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21

Sontheimer, Beate. Die Marktanalyse als Basis der externen Diversifikationsentscheidung. München: VVF, 1989.

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22

Garofalo, Giuseppe, ed. Capitalismo distrettuale, localismi d'impresa, globalizzazione. Florence: Firenze University Press, 2008. http://dx.doi.org/10.36253/978-88-8453-605-1.

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From the late Sixties on, industrial development in Italy evolved through the spread of small and medium sized firms, aggregated in district networks, with an elevated propensity to enterprise and the marked presence of owner-families. Installed within the local systems, the industrial districts tended to simulate large-scale industry exploiting lower costs generated by factors that were not only economic. The districts are characterised in terms of territorial location (above all the thriving areas of the North-east and Centre) and sector, since they are concentrated in the "4 As" (clothing-fashion, home-decor, agri-foodstuffs, automation-mechanics), with some overlapping with "Made in Italy". How can this model be assessed? This is the crucial question in the debate on the condition and prospects of the Italian productive system between the supporters of its capacity to adapt and the critics of economic dwarfism. A dispassionate judgement suggests that the prospects of "small is beautiful" have been superseded, but that the "declinist" view, that sees only the dangers of globalisation and the IT revolution for our SMEs is risky. The concept of irreversible crisis that prevails at present is limiting, both because it is not easy either to "invent", or to copy, a model of industrialisation, and because there is space for a strategic repositioning of the district enterprises. The book develops considerations in this direction, showing how an evolution of the district model is possible, focusing on: gains in productivity, scope economies (through diversification and expansion of the range of products), flexibility of organisation, capacity to meld tradition and innovation aiming at product quality, dimensional growth of the enterprises, new forms of financing, active presence on the international markets and valorisation of the resources of the territory. It is hence necessary to reactivate the behavioural functions of the entrepreneurs.
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23

Andriopoulos, C. A. Diversification strategies in the Greek banking industry. 1997.

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24

Mason, Scott A., and Hindy J. Shaman. Diversification and Conversion Strategies for Rural Hospitals. Health Forum, 1989.

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25

Tsetsekos, George, and Michael G. Papaioannou. Emerging Market Portfolios: Diversification and Hedging Strategies. Irwin Professional Pub, 1996.

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26

Peszko, Grzegorz, Dominique van der Mensbrugghe, and Alexander Golub. Diversification and Cooperation Strategies in a Decarbonizing World. World Bank, Washington, DC, 2020. http://dx.doi.org/10.1596/1813-9450-9315.

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27

(Indonesia), Pusat Pengembangan Agribisnis, ed. Provincial study on appropriate agricultural diversification strategies for Java. [Jakarta]: Centre for Agribusiness Development in cooperation with BAPPENAS, 1986.

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28

Martin, Denise Annmarie. Strategies for diversification, selection and differentiation in mouse B lymphocytes. 2002.

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29

Harvard business review on strategies for growth. Boston, MA: Harvard Business School Press, 1998.

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30

Campbell, Andrew, and Michael Goold. Strategies and Styles: The Role of the Centre in Managing Diversified Corporations. Blackwell Pub, 1988.

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31

Diversification: Strategies for military-dependent communities, businesses and workers in Washington state. [Olympia? Wash: Dept. of Community Development?, 1991.

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32

Crevels, Mily, and Pieter Muysken, eds. Language Dispersal, Diversification, and Contact. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198723813.001.0001.

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How did languages spread across the globe? Why do we sometimes find large language families, distributed over a wider area, and sometimes clusters of very small families or language isolates (i.e. languages without known relatives)? What was the role of agriculture in language spread? What do different language ideologies and patterns of ethnic identity formation contribute? What influence do geography and climate have?The availability of increasingly large databases and new analytical research techniques make it possible to provide new answers to these long standing questions. This book focuses on patterns of language dispersal, diversification, and contact in a global perspective by comparing the complex language and population histories of Island Southeast Asia/Oceania, Africa, and South America in terms of history and patterns of settlement, conceptions of ethnicity, and communication strategies. These three regions were selected because they show interesting contrasts in the distribution of languages and language families.
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33

Non-Policy Politics: Richer Voters, Poorer Voters, and the Diversification of Electoral Strategies. Cambridge University Press, 2019.

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34

Calvo, Ernesto, and Maria Victoria Murillo. Non-Policy Politics: Richer Voters, Poorer Voters, and the Diversification of Electoral Strategies. Cambridge University Press, 2019.

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35

Mirsaeedi-Farahani, Shabnam. Energy Sector Diversification in Iran: Evolving Strategies and Interests in the Electricity Sector. Springer VS, 2015.

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36

Diversification in rural livelihood strategies: A macro-level evidence from Jammu and Kashmir. Thiruvananthapuram: Centre for Development Studies, 2010.

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37

RBOC strategies for the 1980s and 1990s: Network expansion, diversification, and new services. Potomac, MD: Phillips Pub., 1988.

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38

Campbell, Andrew, and Michael Goold. Strategies and Styles: The Role of the Centre in Managing Diversified Corporations (LBS Centre for Business Strategy). Blackwell Publishers, 1990.

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39

Peszko, Grzegorz, Dominique van der Mensbrugghe, Alexander Golub, John Ward, Dimitri Zenghelis, Cor Marijs, Anne Schopp, John A. Rogers, and Amelia Midgley. Diversification and Cooperation in a Decarbonizing World: Climate Strategies for Fossil Fuel-Dependent Countries. Washington, DC: World Bank, 2020. http://dx.doi.org/10.1596/978-1-4648-1340-5.

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40

Macours, Karen, Patrick Premand, and Renos Vakis. Transfers, Diversification and Household Risk Strategies: Experimental Evidence with Lessons for Climate Change Adaptation. The World Bank, 2012. http://dx.doi.org/10.1596/1813-9450-6053.

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41

Billio, Monica, Mila Getmansky Sherman, and Loriana Pelizzon. Financial Crises and Evaporating Diversification Benefits of Hedge Funds. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190607371.003.0024.

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Diversification of risk is a potential benefit of investing in hedge funds. Using CSFB/Tremont hedge fund indices, this chapter shows that hedge fund strategies have different returns, volatility, and exposures to various systematic risk factors during tranquil times. This relation has led to the growth of the hedge industry and in particular funds of hedge funds, which provide diversification benefits by investing across different hedge fund styles. However, during financial crises, different hedge fund strategies are exposed to similar systematic risk factors. Most of the strategies become exposed to market liquidity and credit risk factors. Moreover, during the financial crises of 1998 and 2007–2008, all strategies were loading positively on the latent factor that induced positive correlation among hedge fund strategy residuals. As a result, diversification benefits incurred due to investing in different hedge fund strategies evaporated during these financial crises.
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42

Farrelly, Caroline, and François-Serge Lhabitant. Event-Driven Hedge Fund Strategies. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190607371.003.0012.

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This chapter explores some of the strategies used by event-driven hedge funds, namely merger arbitrage, trading distressed securities, special situations, and activism. This broad category within the hedge fund space attracts about a quarter of the capital deployed to this part of the alternatives world. Investors are drawn to the idea of uncorrelated returns that can act as a source of diversification for their portfolios as well as the ability to follow the news flow related to their investments. In essence, such trades should have identifiable catalysts and time frames. The chapter offers illustrative examples of historical trades, providing some context of the types of positions funds may take and time frames involved. Various skill sets should be sought in an event-driven manager. Managers dealing in distressed securities are likely to benefit from a legal expertise, whereas activists need to be able to influence management and campaign publically.
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43

Auleta, Oreste, and Filippo Stefanini. Directional Equity Strategies of Hedge Funds. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190607371.003.0011.

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This chapter discusses three directional hedge fund strategies: long/short equity, short only, and equity market neutral. These strategies rely on different types of positions that are enumerated and explained using trade examples. A key feature of funds implementing directional strategies is the market exposure best described by gross exposure and beta-adjusted net exposure. In long/short equity funds, money managers often use yield enhancement strategies based on option overlays. A review of different management styles explicates the heterogeneity of hedge funds and liquid alternatives that implement the long/short equity strategy. Analysis of portfolio diversification highlights why equity market-neutral funds have more holdings than long/short equity funds. For equity market-neutral funds, the chapter highlights a link between the fund’s correlation with the market and its beta: low beta does not imply that it has a low correlation with the market. The chapter provides a theoretical discussion with some real fund examples.
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44

Donow, Kenneth R. The Potential Impact of Telephone Regional Holding Companies' Diversification and Video Service Strategies on the Broadcasting Industry. Natl Assn Broadcasters, 1990.

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45

Duhaime, Irene M., Michael A. Hitt, and Majorie A. Lyles, eds. Strategic Management. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780190090883.001.0001.

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This contributed volume provides the knowledge portfolio for the Strategic Management field. Strategic Management has experienced significant growth as a research discipline and builds on strong theoretical and empirical research to provide valuable knowledge for managerial practice. The book is designed to capture the rich breadth and depth of knowledge in the field as well as insightful examinations of critical topics for the future and opportunities for future research (50 percent of the focus). Such information and knowledge are critical for all current and future scholars in the field and for thoughtful executives as well. The 37 chapters by well-known and highly respected scholars capture the essence of the field. They address the field’s evolution, the primary economic and organization theories underlying the base of knowledge, and the critical methodologies used to conduct research. The chapters cover topics of major importance (and their primary subtopics), such as corporate strategy (diversification, acquisitive growth, divestitures), strategic entrepreneurship (nascent firms, industry emergence, technology entrepreneurship), competitive and cooperative strategies (competitive advantage, alliances, networks), global strategy (multinational firms’ cross-border strategies, strategies employed in emerging economies), strategic leadership (top management teams, CEO succession), governance and boards of directors (corporate and venture boards, ownership effects on governance), knowledge and innovation (organizational learning, knowledge sharing), strategy process and practice (strategic decision making, organizational change), and microfoundations of strategy (strategic human capital, organizational capabilities). The book concludes with chapters on broadly important issues for the future, such as artificial intelligence, sustainability strategy, stakeholder perspective, and business model innovation strategies.
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46

Brooker, Paul, and Margaret Hayward. Intel: Grove’s Only the Paranoid Survive. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198825395.003.0006.

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Andy Grove enhanced the microprocessor manufacturer Intel in the 1980s–90s by learning to adapt to the crises that he later termed ‘strategic inflection points’. The first section describes how and what CEO Grove learnt from these ‘inflection point’ adaptive crises. The second section describes his three-stage adaptive framework for dealing with these adaptive crises. It includes rapid adaptation and two other rational methods, diverse and institutionalized deliberation, plus a pre-deliberation experimental process that ‘delivers’ new product ideas. The third section focuses on this experimentation process, so important for high-tech firms seeking product innovation and diversification. Packard’s memoir The HP Way described the Hewlett-Packard decentralized, multi-divisional, experimentation system that produced a long series of innovations and diversifications. The final section discusses Steve Jobs’s relatively top-down, hands-on approach to experimentation and diversification, which provided Apple with the iPod, iPhone, and iPad.
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47

Mallory, G. UK diversification strategirs and performance: - Revisiting Luffman and Reed. Open University Business School, 1997.

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48

Bátiz-Lazo, Bernardo. Independent ATM Deployers. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198782810.003.0007.

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The challenges to colonize non-branch locations by banks were first touched on Chapter 5. This discussion continues in Chapter 7 (‘Independent ATM Deployers’) on how populating those locations comes about by the combination of an economic incentive (surcharging), the development of the so-called ‘low end’ ATM, and the diversification into the payments space of second-party processors. This chapter starts to bring the discussion to contemporary themes as IADs are increasingly recipients of outsourcing banks’ strategies to the extent that some of the biggest IADs control networks across continents and ten times the size of the ATMs owned by even the largest banks.
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49

Simsek, Koray D. Commodity Trading Advisors and Managed Futures. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190656010.003.0012.

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Managed futures strategies provide investors with a dynamic exposure to commodities. Among other ways of investing in them, commodity trading advisors (CTAs) have become synonymous with this asset class, as they provide professional money management services using derivatives markets either in a pooled or individual setting. Most managed futures strategies display trend-following and momentum-type systematic trading features, which result in adopting a long-short portfolio approach. This chapter explains the characteristics and the growth of this commodity investing industry and provides an extensive literature review. Much of the literature finds that managed futures investing through CTAs provides excellent diversification benefits and performs well, especially in crisis times. Conversely, the non-uniformity of the databases and indices used in these studies lead to several biases. Some recent studies that directly address these shortcomings question the performance persistence of CTAs after fees.
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50

Ayala, Francisco J., and Camilo J. Cela-Conde. Taxonomy. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198739906.003.0002.

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This chapter examines the hominin tribe as it branches off within the hominoid diversification. It considers the differences between humans and chimpanzees, and explores the systems of classification of the human lineage. Next come the different adaptive strategies of the various genera of the human lineage. An outcome of different adaptations are the derived characteristic human traits, from large brains to bipedalism, which is the only apomorphy universally shared by the human lineage. Bipedalism is analyzed in detail, morphologically as well as functionally, including biomechanical features, comparing fossil exemplars to preserved footprints. The final issue explored is the narrowing of the birth canal caused by different degrees of bipedalism. Bipedalism changed somewhat its function when adjusting to running in the open savannas.
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