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Corporate Development Officer European Study |
European companies are increasingly concerned about the competition
they face for strategic acquisitions from private equity funds. If
corporates are to be successful in combating competition from such
deal-specialist companies they may have to make the transaction
discipline a core capability. 2005 |
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Corporate Technology Spinouts: Why and How |
Corporate technology innovation is changing. Smart companies no
longer feel the need to own and control all of their intellectual
property. Even more interestingly, sometimes the most profitable
business model is to let others use your technology. |
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Diversification and the Legal Organization of the Firm |
Traditional diversification research has failed to account for the
variety in ownership and organization for firms pursuing a
diversification strategy. This paper begins to unpack this
complicated issue. |
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Diversification Strategy as a Determinant of the Earnings
Persistence of U.S. Multinational Firms |
This study tests the relationship between diversification strategy
and earnings persistence provided by Autoregressive, Integrative,
Moving Average (ARIMA) models. |
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Diversified Service Firms |
Information Asymmetries: A Source of Competitive Advantage for
Diversified Service Firms. |
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Doing the Spin-Out |
There are three ways to spin out a company—and many ways to get it
wrong. A parent company must decide not just which method of
reorganization suits it best but also how to execute its chosen plan
for its own and the shareholders’ benefit. 2000 |
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EVA
and Corporate Portfolio Strategy |
Many companies are now pressed to find exactly where they are
creating value and where they are destroying value within their
portfolios. Yet 80% of companies cannot measure returns on assets
below the business unit level. 2001 |
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Failure to Launch: Why Some Spin-Offs Can't Leave the Nest |
Tough love for a spin-off is a proven approach that can save years
of heartache.
Is your spin-off stuck in adolescence and refusing to grow up? It
may not be the only one to blame. When companies spin off a
division, they naturally want it to grow and succeed on its own
merits, just as they have. But like protective parents everywhere,
they tend to shelter it in ways that stunt its growth completely.
It’s time to stop over-indulging and start offering the guidance
your spin-off really needs. |
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Love Your “Dogs” |
Behavioral economics can reveal the hidden value in the poor
performers of a business unit portfolio. |
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Managing Divestitures for Maximum Value |
When companies treat divestitures as an afterthought rather than a
strategic opportunity, they neglect a chance to create considerable
shareholder value. 2007 |
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On
the Measurement of Corporate Diversification Strategy |
Evidence from Large U.S. Service Firms. |
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Organizational Structure and Diversification Strategy: Decision
Rights and Methods of Influence |
This paper study the choice of an organizational structure and
diversification strategy in a long-run relationship. |
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Portfolio of Services |
Out of the Fog: Creating Value by Assembling and Managing a
Portfolio of Services. |
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Recapturing "true" life cycle portfolio management |
Over the past few years, portfolio management has focused almost
exclusively on creation of “new” products—to the detriment of other
portions of the product life cycle. The author argues that product
development professionals should take a more holistic view of
portfolio management in order to get the best results. |
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Seven Reasons Divestitures Are Harder Than You Think |
In today's business environment, splitting off pieces is harder than
it appears. It can have an impact on not only the divested entity,
but the seller itself. BAH's analysis has found there are seven
hurdles to successful divestitures. |
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The
Care and Feeding of Plus-Sized Portfolios |
As more companies develop an appetite for high-growth markets,
portfolio management best practices are quickly emerging. 2007 |
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The
Dark Side of Diversification: The Case of U.S. Financial Holding
Companies |
Potential diversification benefits are one reason why U.S. financial
holding companies are offering a growing range of financial
services. This paper examines whether the observed shift toward
activities that generate fees, trading revenue, and other
noninterest income has improved the performance of U.S. financial
holding companies (FHCs) from 1997 to 2002. 2003 |
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Trading the corporate portfolio |
A systematic approach to buying and selling assets can deliver
superior shareholder returns. 2001 |
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Vertical Divestiture as a Competitive Strategy: the Case of Russian
Railways Reform |
In the formal model we analyze the cost and benefits of vertical
divestiture under different assumptions about the toughness of
competition in the rail industry. We found that the welfare gain
from the vertical divestiture may depend on the type of regulation
applied to the vertically-integrated railway monopolist (RZD) and be
conditioned by the nature of downstream competition. pdf. 2006 |
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Breaking the Frame - Radical Change Through Corporate Venturing |
Several authors have argued that faced with dramatic change, the
firm needs to expand its search space beyond local search to develop
new cognitive frameworks that can guide behavior in the changed or
changing environment. In this paper we contribute to this emerging
stream of literature by investigating mechanisms that enable the
firm expand its search space and to form new cognitive frameworks.
In particular, this study investigates the role of external
corporate venturing in expanding the search space and developing new
cognitive frameworks. pdf-file 2001 |
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Complementary Value-Adding Roles of Corporate Venture Capital and
Independent Venture Capital Investors |
There is little research which actually compares and contrasts the
value-adding capabilities of independent venture capital and
corporate venture capital investors. In this paper, we focus on the
differences in the value-added benefits provided by the two types of
investors to their portfolio firms. pdf-file 2001 |
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Corporate Venture Capital: |
Organizational Structure and the Case of T-Venture. Pdf-file |
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Corporate Venture Capital: Does Experience Matter? |
This paper examines how firms may learn to improve their corporate
venture capital investing through their own and their industry
cohorts' past experiences. Pdf-file |
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Corporate Venturing in Denmark |
- especially among small and medium sized firms. Pdf-file 2003 |
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Corporate Venturing Without the Tears |
More than a few companies have spent tens of millions of dollars on
new ventures only to find that the market has passed them by—or
wasn't really moving their way in the first place. The solution: Put
the disciplined techniques of the venture capitalist to work in a
corporate setting. 2001 |
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External Corporate Venturing - Exploration and Exploitation |
Based on seven in-depth case studies of large European and US firms
in the information and communication technology sector, this paper
develops a coherent capability-based framework for external
corporate venturing. The framework identifies a dual role of
external corporate venturing in exploring new capabilities and
business opportunities and in exploiting existing capabilities in
new business opportunities. pdf-file 2001 |
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External Corporate Venturing: Bridging, Execution, and Value
Enactment |
Based on seven in-depth case studies of globally leading information
and communication technology companies, we develop the notion of an
external corporate venturing capability that explains why some firms
succeed in building new businesses through external corporate
venturing while others do not. pdf-file 2001 |
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Harnessing Innovation |
Through their corporate venture-capital arms, large companies like
Cisco and Nokia are funding smaller ones to generate new ideas. |
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Managing Innovation Through Corporate Venturing |
New organizational models can help a firm commercialize ideas that
would otherwise languish. 2000 |
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Role Balancing as Key Success Factor in Internal Corporate Venturing |
This paper focuses on balance between autonomy and control within
Internal Corporate Ventures (ICV). These competing requirements for
a professional and successful management of an ICV-project can only
be met by clearly separated roles, attributed to different
personalities within the top management. This constellation will
provide long-term stability of the conditions within which the ICV
should develop. pdf-file 2003 |
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The
Strategic Use of Corporate Venturing |
ppt-presentation on various aspects of corporate venturing. Ppt-file |
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Turning Three Sides into a Delta at General Motors: Enhancing
Partnership Integration on Corporate Ventures |
We examine this GM global programme, placing it in its historical
context. By examining partner integration at the working level, we
identify insights and offer recommendations pertaining to venture
structure and dynamics and their role in venture success. pdf-file |
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