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.
|Place of Publication||København|
|Publisher||Institut for Industriøkonomi og Virksomhedsstrategi, Handelshøjskolen i København|
|Number of pages||26|
|Publication status||Published - 1999|
|Series||Working Paper / Department of Industrial Economics and Strategy. Copenhagen Business School|
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