Synergy and organization: The case of Danfoss

Mikael Iversen

    Publikation: Working paperForskning

    9 Downloads (Pure)

    Abstrakt

    This paper suggest a typology of possible sources of synergies. The paper further proposes that companies cannot exploit all opportunities for synergy because these may require coordination which might add costs that more than offset the advantages gained. The cost of coordination in turn depends on the organizational context, because it affects the way the sources of synergies must be coordinated. These propositions are subsequently illustrated with examples from the Danish company, Danfoss.
    OriginalsprogDansk
    UdgivelsesstedKøbenhavn
    UdgiverInstitut for Industriøkonomi og Virksomhedsstrategi, Handelshøjskolen i København
    Antal sider26
    ISBN (Trykt)8778690463
    StatusUdgivet - 1999
    NavnWorking Paper / Department of Industrial Economics and Strategy. Copenhagen Business School
    Nummer99-11
    ISSN1398-7461

    Emneord

    • Corporate diversification
    • Danmark
    • Danfoss

    Citationsformater