Please use this identifier to cite or link to this item: https://scholarbank.nus.edu.sg/handle/10635/44679
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dc.titleAntecedents and outcome of diversification-control alignment: Top 100 business groups in Taiwan
dc.contributor.authorFeng, M.
dc.contributor.authorChung, C.-N.
dc.date.accessioned2013-10-09T09:17:32Z
dc.date.available2013-10-09T09:17:32Z
dc.date.issued2005
dc.identifier.citationFeng, M.,Chung, C.-N. (2005). Antecedents and outcome of diversification-control alignment: Top 100 business groups in Taiwan. Academy of Management 2005 Annual Meeting: A New Vision of Management in the 21st Century, AOM 2005 : -. ScholarBank@NUS Repository.
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/44679
dc.description.abstractThis paper offers an empirical examination of the strategic and structural development of business groups in Taiwan, and discusses how the alignment between strategy and structure affects performance. According to Chandler, alignment adds value to performance. However, the argument has not been tested in emerging economies, in which institutional environments are different from mature markets. This article makes the first step. In addition, it is not known why some organizations can maintain a good alignment between strategy and structure, while others cannot. Therefore, another objective of this paper is to identify antecedents that can help to explain the alignment. The analyses for this study are based on a longitudinal data for the 100 largest business groups in Taiwan between 1973 and 1998.
dc.sourceScopus
dc.subjectAlignment
dc.subjectBusiness groups
dc.typeConference Paper
dc.contributor.departmentMANAGEMENT AND ORGANISATION
dc.description.sourcetitleAcademy of Management 2005 Annual Meeting: A New Vision of Management in the 21st Century, AOM 2005
dc.description.page-
dc.identifier.isiutNOT_IN_WOS
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