Taking Stock of Synergy: A Framework for Assessing Linkages between Businesses

Long Range Planning

Volumn 33, Issue 1, 2000, Pages 72-96

  Goold, Michael ^a   Campbell, Andrew ^b  

^a HULT INTERNATIONAL BUSINESS SCHOOL   (United Kingdom)

^b NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0242679171     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0024-6301(99)00098-9     Document Type: Article

References (10)

1. See Michael Porter, Competitive Advantage, The Free Press (1985); Rosabeth Moss Kanter, When Giants Learn to Dance, Simon & Schuster (1989); Jay Galbraith, Competing with Flexible Lateral Organisations, Addison-Wesley (1994); Sumantra Ghoshal and Christopher Bartlett, The Individualised Corporation, Random House (1997).
2. See Michael Porter, Competitive Advantage, The Free Press (1985); Rosabeth Moss Kanter, When Giants Learn to Dance, Simon & Schuster (1989); Jay Galbraith, Competing with Flexible Lateral Organisations, Addison-Wesley (1994); Sumantra Ghoshal and Christopher Bartlett, The Individualised Corporation, Random House (1997).
3. See Michael Porter, Competitive Advantage, The Free Press (1985); Rosabeth Moss Kanter, When Giants Learn to Dance, Simon & Schuster (1989); Jay Galbraith, Competing with Flexible Lateral Organisations, Addison-Wesley (1994); Sumantra Ghoshal and Christopher Bartlett, The Individualised Corporation, Random House (1997).
4. See Michael Porter, Competitive Advantage, The Free Press (1985); Rosabeth Moss Kanter, When Giants Learn to Dance, Simon & Schuster (1989); Jay Galbraith, Competing with Flexible Lateral Organisations, Addison-Wesley (1994); Sumantra Ghoshal and Christopher Bartlett, The Individualised Corporation, Random House (1997).
5. See David Sadtler, Andrew Campbell and Richard Koch, Break Up!, Capstone (1997).
6. For a fuller account of the results of this work, see Andrew Campbell and Michael Goold, Synergy, Capstone (1998). [US edition entitled: The Collaborative Enterprise, Perseus Books (1999).].
7. For a fuller account of the results of this work, see Andrew Campbell and Michael Goold, Synergy, Capstone (1998). [US edition entitled: The Collaborative Enterprise, Perseus Books (1999).].
8. For a fuller account of these companies' corporate strategies, see Michael Goold, Andrew Campbell and Marcus Alexander, Corporate-level Strategy, Wiley (1994).
9. For a fuller discussion of the five lenses analysis, see Chapter 12 of Goold, Campbell and Alexander (1994), cited in Reference 4.
10. Academic analysis of multi-business corporations frequently stresses the reduction of transaction costs that results from internalising transactions within a single corporate entity [see, for example, Oliver E. Williamson, The Economic Institutions of Capitalism, Free Press (1985)]. We believe, in contrast, that multi-business corporations often create transaction costs between their business units that are greater than would occur between independent companies: thus synergy killers can make synergy more difficult within a multi-business company than between independent companies.