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Journal articles on the topic 'Multidivisional firms'

Author: Grafiati

Published: 4 June 2021

Last updated: 4 February 2022

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1

Méndez-Naya, José. "Mergin Firms' Strategies and the Merger Paradox." Nova Economia 28, no. 3 (2018): 1001–15. http://dx.doi.org/10.1590/0103-6351/4155.

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Abstract Taking a model of horizontal mergers as a reference, the purpose of this paper is to qualify the merger paradox by proving that a multidivisional firm formed by a merger could be sustainable even though the merger does not involve most of the firms in the market. Specifically, it is proved that the minimum number of merging firms to have a profitable merger, assuming both simultaneous and sequential games, is lower in our model than in the traditional literature. Furthermore, it is proved that, if the multidivisional firm sets the number of divisions optimally, the merger is sustainab

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2

Garg, Pranav, and Minyuan Zhao. "Knowledge Sourcing by Multidivisional Firms." Academy of Management Proceedings 2016, no. 1 (2016): 12959. http://dx.doi.org/10.5465/ambpp.2016.12959abstract.

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3

Garg, Pranav, and Minyuan Zhao. "Knowledge sourcing by multidivisional firms." Strategic Management Journal 39, no. 13 (2018): 3326–54. http://dx.doi.org/10.1002/smj.2956.

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4

BALDENIUS, TIM, and STEFAN REICHELSTEIN. "External and Internal Pricing in Multidivisional Firms." Journal of Accounting Research 44, no. 1 (2006): 1–28. http://dx.doi.org/10.1111/j.1475-679x.2006.00191.x.

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5

Piccolo, Salvatore, Emanuele Tarantino, and Giovanni Ursino. "The value of transparency in multidivisional firms." International Journal of Industrial Organization 41 (July 2015): 9–18. http://dx.doi.org/10.1016/j.ijindorg.2015.04.004.

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6

Sirén, Charlotta, Yi-Ying Chang, and Dietmar Grichnik. "How to Foster Corporate Entrepreneurship in Multidivisional Firms?" Academy of Management Proceedings 2016, no. 1 (2016): 15624. http://dx.doi.org/10.5465/ambpp.2016.15624abstract.

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7

Creane, Anthony, and Carl Davidson. "Multidivisional firms, internal competition, and the merger paradox." Canadian Journal of Economics/Revue Canadienne d`Economique 37, no. 4 (2004): 951–77. http://dx.doi.org/10.1111/j.0008-4085.2004.00255.x.

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8

Cichello, Michael S., C. Edward Fee, Charles J. Hadlock, and Ramana Sonti. "Promotions, Turnover, and Performance Evaluation: Evidence from the Careers of Division Managers." Accounting Review 84, no. 4 (2009): 1119–43. http://dx.doi.org/10.2308/accr.2009.84.4.1119.

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ABSTRACT: We study turnover and promotions of division managers in multidivisional firms. Turnover is negatively related to divisional accounting performance, positively related to industry performance, but not significantly related to firm performance or the performance of other divisions. Consistent with tournament theory, promotions are significantly related to whether one division is performing better than others, but are not significantly related to the magnitude of any performance difference. A simple performance metric, divisional ROA, appears more closely related to job allocation deci

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9

Walheer, Barnabe, and Marek Hudik. "Reallocation of resources in multidivisional firms: A nonparametric approach." International Journal of Production Economics 214 (August 2019): 196–205. http://dx.doi.org/10.1016/j.ijpe.2019.04.020.

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10

Hill, Charles W. L. "Internal Capital Market Controls and Financial Performance in Multidivisional Firms." Journal of Industrial Economics 37, no. 1 (1988): 67. http://dx.doi.org/10.2307/2098553.

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11

Frost, Jetta, and Michele Morner. "Corporate commons: sustaining competitiveness through public goods in multidivisional firms." International Journal of Learning and Change 1, no. 1 (2005): 28. http://dx.doi.org/10.1504/ijlc.2005.007996.

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12

Hastedt, Glenn. "Entangling Relations: American Foreign Policy in Its Century. By David A. Lake. Princeton, NJ: Princeton University Press, 1999. 332p. $60.00 cloth, $17.95 paper." American Political Science Review 95, no. 1 (2001): 215. http://dx.doi.org/10.1017/s0003055401372015.

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David Lake provides a theoretical framework for under- standing the security choices made by the United States in the twentieth century. He grounds his work in the metaphor that polities may be understood as firms producing security. The fundamental choices before states are unilateralism and cooperation. The former is equated with production within a single firm, and the latter can take several forms. Principal among these are alliances, in which polities act as if they were separate and independent firms entering into joint produc- tion agreements, and empire, which is similar to the integra

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13

Anchordoguy, Marie. "Chandler and Business History in Japan." Business History Review 82, no. 2 (2008): 301–8. http://dx.doi.org/10.1017/s0007680500062796.

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The work and ideas of Alfred D.Chandler Jr. have enriched the field of Japanese business history and our understanding of that nation's industrial development. Chandler's studies about the rise of the large, professionally managed, multidivisional firm in the United States highlight factors critical not only to the United States' capitalist system but also to Japan's. Indeed, large firms played a dominant role in Japan's economic takeoff in the late 1800s. As these companies grew, they were transformed into professionally managed corporations. Managers, operating in a clear hierarchical chain

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14

Fligstein, Neil. "The Spread of the Multidivisional Form Among Large Firms, 1919-1979." American Sociological Review 50, no. 3 (1985): 377. http://dx.doi.org/10.2307/2095547.

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15

Hu, Songcui, Zi-Lin He, Daniela P. Blettner, and Richard A. Bettis. "Conflict inside and outside: Social comparisons and attention shifts in multidivisional firms." Strategic Management Journal 38, no. 7 (2016): 1435–54. http://dx.doi.org/10.1002/smj.2556.

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16

Beladi, Hamid, and Avik Chakrabarti. "Multidivisional firms, internal competition, and comparative advantage: Baye et al. Meet Neary." Journal of International Economics 116 (January 2019): 50–57. http://dx.doi.org/10.1016/j.jinteco.2018.10.004.

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17

Binda, Veronica. "Strategy and Structure in Large Italian and Spanish Firms, 1950–2002." Business History Review 86, no. 3 (2012): 503–25. http://dx.doi.org/10.1017/s0007680512000797.

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Taking as its starting point Alfred D. Chandler's studies of big business, this investigation explores how the largest corporations in Italy and Spain transformed their strategies and structures during the second half of the twentieth century. Empirical evidence reveals that, in contrast to the more advanced nations of Europe, these two southern European countries did not adopt either product diversification or the multidivisional structure until later in the century and, even then, did so only partially. By forming business groups and focused companies, the two nations came up with their own

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18

Dessein, Wouter, Luis Garicano, and Robert Gertner. "Organizing for Synergies." American Economic Journal: Microeconomics 2, no. 4 (2010): 77–114. http://dx.doi.org/10.1257/mic.2.4.77.

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Large companies are usually organized into business units, yet some activities are almost always centralized in a company-wide functional unit. We first show that organizations endogenously create an incentive conflict between functional managers (who desire excessive standardization) and business-unit managers (who desire excessive local adaptation). We then study how the allocation of authority and tasks to functional and business-unit managers interacts with this endogenous incentive conflict. Our analysis generates testable implications for the likely success of mergers and for the organiz

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19

Copithorne, Lawrence W. "La théorie des prix de transfert internes des grandes sociétés." Articles 52, no. 3 (2009): 324–52. http://dx.doi.org/10.7202/800680ar.

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Abstract There is considerable merit in thinking of the modern multidivisional corporation as an economy within itself. There is an important similarity between the interaction of divisions within a corporation and the perfectly competitive economic model formulated by Leon Walras1. When we look at modern corporations from this viewpoint we discover that much of what we know in general equilibrium economics may have considerable application inside modern corporations. Some of our existing theorems help clarify distinctions between decentralization and central control in corporate management in

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20

Wright, Annette C. "Strategy and Structure in the Textile Industry: Spencer Love and Burlington Mills, 1923-1962." Business History Review 69, no. 1 (1995): 42–79. http://dx.doi.org/10.2307/3117120.

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Shrewd product selection allowed Spencer Love to build Burlington Mills into a large profitable firm in what most observers regarded as a declining industry, textiles. Using integration, diversification, and a multidivisional structure, he then attempted to have Burlington dominate its industry just as a few other large corporations controlled steel, automobiles, and chemicals. In textiles, however, powerful forces constrained and sometimes defeated these strategies. After the emergence of artificial and synthetic fibers, textile mills became dependent on large yarn manufacturers in the chemic

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21

Rizzi, Antonio. "Optimisation of Distributive Logistics Flows in Multidivisional Firms: The Case of the Ceramic Tiles Industry." International Journal of Logistics Research and Applications 3, no. 1 (2000): 67–82. http://dx.doi.org/10.1080/13675560050006682.

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22

Dorestani, Alireza. "Transfer price and equilibrium in multidivisional firms: an examination of divisional autonomy and central control." Applied Economics 36, no. 17 (2004): 1899–906. http://dx.doi.org/10.1080/0003684042000291911.

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23

Li, Xun, Clyde W. Holsapple, and Thomas J. Goldsby. "The structural impact of supply chain management teams." Management Research Review 42, no. 2 (2019): 290–310. http://dx.doi.org/10.1108/mrr-04-2018-0163.

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Purpose In today’s constantly evolving global business environment, multidivisional firms (MDFs) require an organizational structure for supply chain management (SCM) that facilitates the development of supply chain agility. This research aims to investigate what structural elements of an MDF’s SCM team contribute to supply chain agility. Design/methodology/approach A two-sample field study was conducted. Four MDFs with top-performing supply chains (Sample 1) were first studied to identify agility-supporting structural elements. Then, quantitative data from 35 MDFs with contrasting levels of s

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24

Daizadeh, Iraj. "Using intellectual property to map the organisational evolution of firms: Tracing a biotechnology company from startup to bureaucracy to a multidivisional firm." Journal of Commercial Biotechnology 13, no. 1 (2006): 28–36. http://dx.doi.org/10.1057/palgrave.jcb.3050032.

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25

Alok, Shashwat, and Radhakrishnan Gopalan. "Managerial Compensation in Multidivision Firms." Management Science 64, no. 6 (2018): 2856–74. http://dx.doi.org/10.1287/mnsc.2016.2672.

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26

Arya, Anil, Jonathan Glover, and Richard A. Young. "Capital Budgeting in a Multidivisional Firm." Journal of Accounting, Auditing & Finance 11, no. 4 (1996): 519–33. http://dx.doi.org/10.1177/0148558x9601100401.

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The purpose of this paper is to study capital budgeting in a setting where emphasis is on control over project selection. We construct a model of a multidivisional firm in which there are no constraints on investment and all projects have a positive net present value. Nevertheless, we show that it is optimal for the center to use relative project ranking in determining which projects are to be funded.

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27

Hoskisson, Robert E., Charles W. L. Hill, and Hicheon Kim. "The Multidivisional Structure: Organizational Fossil or Source of Value?" Journal of Management 19, no. 2 (1993): 269–98. http://dx.doi.org/10.1177/014920639301900205.

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The multidivisional (M-form) structure has been variously characterized as the most significant organizational innovation in the twentieth century (Williamson, 1985) and as an organizational fossil that is increasingly irrelevant in the modern world (Bettis, 1991). Against this background, the purpose of this paper is threefold. First, to critically evaluate three perspectives, including transaction cost, strategic management and sociological, relating to the M-form firm. Second, to examine what the empirical evidence finds about relationships proposed by these perspectives. Finally, to develo

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28

Bernardo, Antonio E., Hongbin Cai, and Jiang Luo. "Capital Budgeting in Multidivision Firms: Information, Agency, and Incentives." Review of Financial Studies 17, no. 3 (2003): 739–67. http://dx.doi.org/10.1093/rfs/hhg050.

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29

Chen, Clara Xiaoling, Shimin Chen, Fei Pan, and Yue Wang. "Determinants and Consequences of Transfer Pricing Autonomy: An Empirical Investigation." Journal of Management Accounting Research 27, no. 2 (2014): 225–59. http://dx.doi.org/10.2308/jmar-50927.

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ABSTRACT Top management of a multidivisional firm needs to strike a balance between providing transfer pricing autonomy to divisional managers and retaining some level of control to prevent dysfunctional behavior. Little empirical evidence exists on how top management makes this trade-off. Drawing on agency theory, we predict that transfer pricing autonomy is influenced by intermediate product standardization, foreign investment, tax rate difference, and the weight on firm-level performance measures in the divisional manager's performance evaluation. We also predict that the extent of mismatch

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30

Berlin, Leslie R. "Robert Noyce and Fairchild Semiconductor, 1957–1968." Business History Review 75, no. 1 (2001): 63–101. http://dx.doi.org/10.2307/3116557.

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Robert Noyce's career at Fairchild Semiconductor sheds light on several developments that were central to the growth of Silicon Valley and the semiconductor industry: entrepreneurship, technical leadership, and the management of growth in a high-technology company. Noyce served as Fairchild Semiconductors first head of R&D and as its general manager for the six years of the company's most dramatic growth. His technical orientation, personal interest in new technologies, and hands-off management style helped establish a culture at the firm that welcomed innovations in research, process tech

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31

Servajean-Hilst, Romaric, and Richard Calvi. "SHADES OF THE INNOVATION-PURCHASING FUNCTION — THE MISSING LINK OF OPEN INNOVATION." International Journal of Innovation Management 22, no. 01 (2018): 1850008. http://dx.doi.org/10.1142/s1363919618500081.

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This paper seeks to instigate a new area of research in the Early Purchasing Involvement (EPI) literature around the question: How should a Purchasing function evolve in order to identify and capture innovation in the supplier market? Particularly, we attempt to characterise the specificities of the Innovation-Purchasing function, an emerging function acting in the fuzzy-front-end of projects. The contribution of this paper is a reification of the role of this function in an Open Innovation context, through the description of Early Purchasing Involvement in the Innovation (EPI2) agenda. For th

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32

Merchant, Kenneth A., Carolyn Stringer, and Paul Shantapriyan. "Setting Financial Performance Thresholds, Targets, and Maximums in Bonus Plans." Journal of Management Accounting Research 30, no. 3 (2018): 55–73. http://dx.doi.org/10.2308/jmar-52116.

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ABSTRACT This study uses both archival and field evidence from one multidivisional firm to examine how the three commonly used financial performance standards used to calibrate short-term bonus payouts—thresholds, targets, and maximums—are set. The setting of the standards results from complex negotiating processes. Consistent with prior research, we find that performance targets—the middle parameter—are set to be exceeded by most organizational entities. Contrary to some existing normative theory, actual performance is often outside the incentive zone, which is defined by the range between th

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33

Busenbark, John R., Robert M. Wiseman, Mathias Arrfelt, and Hyun-Soo Woo. "A Review of the Internal Capital Allocation Literature: Piecing Together the Capital Allocation Puzzle." Journal of Management 43, no. 8 (2017): 2430–55. http://dx.doi.org/10.1177/0149206316671584.

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Allocating internal financial capital represents a key task for managers of multidivisional corporations. This has led to a wealth of research and theorizing about capital allocation and whether or not managers allocate capital successfully. However, capital allocation research has diverged in a number of directions that reflect different and often incompatible perspectives, underlying frameworks, and outcomes. The result is a puzzle, wherein scholars have found little consistent substantive relation between capital allocation, business unit characteristics, and firm performance. Through our r

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34

Mookherjee, Dilip. "Decentralization, Hierarchies, and Incentives: A Mechanism Design Perspective." Journal of Economic Literature 44, no. 2 (2006): 367–90. http://dx.doi.org/10.1257/jel.44.2.367.

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Separation of ownership from management, multidivisional firm organizations, delegation of production decisions to worker teams, delegation of pricing and advertising decisions to retail franchisers, reliance on intermediaries in trade or finance, and distribution of regulatory authority across different agencies represent examples of organizations that delegate and distribute decision-making authority instead of centralizing it. This paper reviews literature on costs and benefits of delegated decision making in hierarchical organizations or contracting networks with regard to problems of ince

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35

Li, Dan, and Manuel Portugal Ferreira. "Internal and external factors on firms’ transfer pricing decisions: insights from organization studies." Notas Económicas, no. 27 (June 22, 2008). http://dx.doi.org/10.14195/2183-203x_27_2.

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Well understood in economics, accounting, finance, and legal research, transfer pricing has rarely been comprehensively explored in organization management literature. This paper explores some theoretical explanations of transfer pricing within multidivisional firms drawing insights from various organizational theories – primarily institutional theory, transaction cost economics, and social networks – to develop a conceptual model of transfer pricing. This model focuses on the nature of multidivisional firms’ internal transfers, internal and external technological environments, and internal an

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36

Baldenius, Tim, and Stefan J. Reichelstein. "External and Internal Pricing in Multidivisional Firms." SSRN Electronic Journal, 2004. http://dx.doi.org/10.2139/ssrn.491662.

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37

Dutta, Sunil, and Stefan Reichelstein. "Capacity Rights and Full-Cost Transfer Pricing." Management Science, May 21, 2020. http://dx.doi.org/10.1287/mnsc.2019.3477.

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This paper examines the theoretical properties of full-cost transfer prices in multidivisional firms. In our model, divisional managers are responsible for the initial acquisition of productive capacity and the utilization of that capacity in subsequent periods, once operational uncertainty has been resolved. We examine alternative variants of full-cost transfer pricing with the property that the discounted sum of transfer payments is equal to the initial capacity acquisition cost and the present value of all subsequent variable costs of output supplied to a division. Our analysis identifies e

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38

Chen, Roger (Rongxin), Liang Wang, Eric Ping Hung Li, and Guodong Hu. "Microdivisionalization as a way toward dynamic capability." Management Decision ahead-of-print, ahead-of-print (2020). http://dx.doi.org/10.1108/md-09-2019-1329.

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PurposeAs entrepreneurial top management teams in multidivisional forms are typically treated in pertinent literature as the default organizational solutions for developing dynamic capabilities, the emerging innovative organizational forms tend to be overlooked, even though they could be a viable means of transforming established enterprises. The present case study examines how Haier's microenterprise and platforms influenced the firm's dynamic capabilities development.Design/methodology/approachThe paper presents a qualitative case study of Haier Group Corporation in China.FindingsThe finding

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39

Gao, Buqu, and Tak-Yuen Wong. "Long-Term Capital Budgeting Mechanism in Multidivision Firms." SSRN Electronic Journal, 2015. http://dx.doi.org/10.2139/ssrn.2679661.

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