Synergy and organization: The case of Danfoss

Mikael Iversen

    Research output: Working paperResearch

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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 languageDanish
    Place of PublicationKøbenhavn
    PublisherInstitut for Industriøkonomi og Virksomhedsstrategi, Handelshøjskolen i København
    Number of pages26
    ISBN (Print)8778690463
    Publication statusPublished - 1999
    SeriesWorking Paper / Department of Industrial Economics and Strategy. Copenhagen Business School
    Number99-11
    ISSN1398-7461

    Cite this

    Iversen, M. (1999). Synergy and organization: The case of Danfoss. Institut for Industriøkonomi og Virksomhedsstrategi, Handelshøjskolen i København. Working Paper / Department of Industrial Economics and Strategy. Copenhagen Business School, No. 99-11