Synergy and organization: The case of Danfoss

Mikael Iversen

Synergy and organization: The case of Danfoss

Mikael Iversen

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Abstract

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.

Original language	Danish
Place of Publication	København
Publisher	Institut for Industriøkonomi og Virksomhedsstrategi, Handelshøjskolen i København
Number of pages	26
ISBN (Print)	8778690463
Publication status	Published - 1999

Series	Working Paper / Department of Industrial Economics and Strategy. Copenhagen Business School
Number	99-11
ISSN	1398-7461

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