Cross-business synergies: A typology of cross-business synergies and a mid-range theory of continuous growth synergy realization

Cross-Business Synergies: A Typology of Cross-Business Synergies and a Mid-Range Theory of Continuous Growth Synergy Realization

Volumn , Issue , 2008, Pages 1-389

  Knoll, Sebastian ^a  

^a NONE

Author keywords

coevolutionary theory; collaborative M form; complementarity; corporate effect; corporate growth; corporate management; corporate strategy; corporate structure; Cross business synergies; dynamic capabilities; organization design; synergies

Indexed keywords

EID: 84891433625     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.1007/978-3-8349-9687-9     Document Type: Book

References (633)

1. Abernathy, W. J.; Clark, K. B. (1985). Innovation: Mapping the winds of creative destruction. Research Policy, 14(1), 3-22.
2. Adler, P. (2001). Market, hierarchy, and trust: The knowledge economy and the future of capitalism. Organization Science, 12:215-234
3. Ahuja, G.; Lampert, C. M. (2001). Entrepreneurship in the large corporation: a longitudinal study of how established firms create breakthrough inventions. Strategic Management Journal, 22: 521-543.
4. Aiken, M.; Hage, J. (1968). Organizational Interdependence and Intra-Organizational Structure. American Sociological Review, 33: 912-930.
5. Albert, S., Whetten, D. (1985). Organizational identity. In: Staw, B., ed. Research in Organizational Behavior, Vol. 7., Greenwich, CT: JAI Press, 263-295
6. Albertz, S.; Whetten, D. (1985). Organizational identity. In L. Cummings; B. Straw (eds.). Research in organizational behaviour, 7: 263-295. Greenwich, CT: JAI Press
7. Alchian, A.; Demsetz (1972). Production, information costs, and economic organization. American Economic Review, 62: 777-795
8. Alderfer, C. P.; Smith, K. K. (1982). Studying Intergroup Relations Embedded in Organizations. Administrative Science Quarterly, 27: 35-65.
9. Allen (1987). Organizational choices and general management influence networks in divisionalized companies. Academy of Management Journal, 21: 341-365
10. Amir (2003). Supermodularity and complementarity in economics: An elementary survey. Working Paper, CORE
11. Amit, R.; Livnat, J. (1988). Diversification strategies, business cycles and economic performance. Strategic Management Journal, 9: 99-110
12. Amit, R.; Shoemaker, P. (1993). Strategic assets and organizational rent. Strategic Management Journal, 14: 33-46
13. Anand, B. (2005) Strategies of Related Diversification. Harvard Business School Note, No. 705-481.
14. Anand, B.; Byzalov, D. (2007) Diversification and Firm Value: How Important is the diversification discount versus systematic heterogeneity? Unpublished Working Paper, Harvard Business School
15. Anand, B.; Jayanti, S. (2005). Strategies of Unrelated Diversification. Harvard Business School Note, No. 705-480.
16. Anand, J.; Singh, H. (1997). Asset redeployment, acquisitions, and corporate strategy in declining industries. Strategic Management Journal, Summer Special Issue, 18: 99-118
17. Andrews, K. (1980). The concept of corporate strategy. Homewood, IL: Irwin
18. Andrews, K. (1987). The concept of corporate strategy, third edition. Homewood: Dow Jones Irwin.
19. Andrews, K.; Delahaye, B. (2000). Influences on knowledge processes in organizational learning: The psychology filter. Journal of Management Studies, 73: 797-810
20. Ansoff, I. (1965). Corporate Strategy: an analytic approach to business policy for growth and expansion. New York, NY: McGraw-Hill
21. Ansoff, I. (1988). The New Corporate Strategy. New York, NY: Wiley
22. AP (2006). Conglomerates to weather storm. Associated Press (26. December 2006). Retrieved from http://www.boston.com/business/articles/2006/12/26/ conglomerates-to- weather-storm/ on 14.01.2007
23. Argote, L. (1982). Input Uncertainty and Organizational Coordination in Hospital Emergency Units. Administrative Science Quarterly, 27: 420-434.
24. Argyris, C. (1964). Integrating the Individual and the Organization. New York: Wiley.
25. Argyris, C. (1989). Strategy Implementation: An Experience in Learning. Organizational Dynamics, 18: 4-15.
26. Armour, H.; Teece, D. (1978). Organization structure and economic performance: A test of the multidivisional hypothesis. The Bell Journal of Economics, 9: 106-122
27. Ashforth, B. E.; Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14: 20-39
28. Audia, P.; Locke, E.; Smith, K. (2000). The paradox of success: An archival and a laboratory study of strategic persistence following radical environmental change. Academy of Management Journal, 43: 837-853
29. Bailey, E.; Friedlander, A. (1982). Market structure and multi-product industries. Journal of Economic Literature, 20: 1024-1048
30. Baldwin, C. Y.; Clark, K. B. (2000). Design Rules: The Power of Modularity. Cambridge, MA: MIT Press.
31. Barnard, C. (1938). The Functions of the Executive. Cambridge, MA: Harvard University Press.
32. Barney, J. (1986). Types of competition and the theory of strategy: Toward an integrative framework. Academy of Management Review, 11: 656-665
33. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17: 151-166
34. Barney, J. (2002). Gaining and sustaining competitive advantage. (2nd ed.). Upper Saddle River, NJ: Prentice Hall
35. Barney, J. (2007). Gaining and sustaining competitive advantage. (3rd ed.). Upper Saddle River, NJ: Prentice Hall
36. Bartlett, C. (2006). GE'growth strategy: The Immelt initiative. Case Study, Harvard Business School, refernce no: 9-306-087
37. Bartlett, C.; Ghoshal, S. (1989). Managing Across Borders: The Translational Solution. Boston, MA: Harvard Business School Press
38. Bartlett, C.; Ghoshal, S. (1990). Matrix Management: Not a Structure, a Frame of Mind. Harvard Business Review, 68: 138-145.
39. Bartlett, C.; Ghoshal, S. (1993). Beyond the M-form: Toward a managerial theory of the firm. Strategic Management Journal, 14 (winter special issue): 23-46.
40. Bartlett, C.; Wozny, M. (1999). GE's Two-Decade Transformation: Jack Welch's Leadership. Case Study, Harvard Business School, refernce no: 9-399-150
41. Bateman, T.S., Zeithaml C.P. (1989). The psychological context of strategic decisions: A model and convergent empirical findings. Strategic Management Journal, 19: 59-74.
42. Baum, J.; Korn, (1999). Dynamics of dyadic competitive interaction. Strategic Management Journal, 20: 251-278.
43. Baum, J.A. (1999). Whole-part coevolutionary competition in organizations. In:Variations in Organization Science : In Honor of Donald T. Campbell, Baum JAC, McKelvey W (eds.). Sage: Thousands Oaks, CA; 113-135
44. Becker, T.E. (1992). Foci and bases of commitment: Are they distinctions worth making? Academy of Management Jornal, 35: 232-144
45. Benner, M. J.; Tushman, M. (2002). Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries. Administrative Science Quarterly, 47: 676-706
46. Benner, M.; Tushman, M. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Acadamy of Management Review, 28: 238-256
47. Bercerra, M. (1997). How much do MNC corporate headquarters matter? Working paper, Michigan State University
48. Berg, N. (1973). Corporate role in diversified companies. In: B. Taylor; K. MacMilla (eds.), Business Policy: teaching and Research. New York: Halsted Press
49. Berger, P.; Ofek, E. (1995). Diversification's effect on firm value. Journal of Financial Economics, 37: 39-65.
50. Bernheim, B.; Whinston, M. (1990). Multimarket contact and collusive behavior. Rand Journal of Economics, 21: 1-26.
51. Besanko, D.; Dranove, D.; Shanley, M. (2000). Economics of Strategy (2nd ed.). New York: J. Wiley.
52. Bettis, R. (1981). Performance differences in related and unrelated diversified firms. Strategic Management Journal, 2: 379-393
53. Bettis, R.; Hall, W. (1982). Diversification Strategy, Accounting Determined Risk, and Accounting Determined Return. Academy of Management Journal, 25: 254-264
54. Bettis, R.; Prahalad, C. (1995). The dominant logic: Retrospective and extension. Strategic Management Journal, 16: 5-14.
55. Birkinshaw, J., Lingblat, M. (2001). Making Sense of Internal Competition: Designs for organizational redundancy in response to environmental uncertainty. Working Paper, London Business School
56. Birkinshaw, J; Hamel, G; Mol, M. (2005). Management Innovation. Strategic and International Management Working Paper
57. Birkinshaw, J; Mol, M. (2006). How management innovation happen. Sloan Management Review, 47: 81-88
58. Blau, P. (1964). Exchange and Power in Social Life. New York, NY: Wiley
59. Blau, P. M. (1968). The Hierarchy of Authority in Organizations. American Journal of Sociology, 73: 453-467.
60. Boecker, W. (1989). Strategic Change: The Effects of Founding and History. Academy of Management Journal, 32: 489-515.
61. Boland, R. J. (1985). Phenomenology: a preferred approach to research on information systems. In E. Mumford, R. Hirschheim, G. Fitzgerald and T. Wood-Harper (eds.). Research Methods in Information Systems (pp. 193-201). Amsterdam: North-Holland
62. Bonney (2006). One voice, many services. The Journal of Commerce, 07/2006: 40-41
63. Bonoma, T. V. (1986): Marketing Subversives. Harvard Business Review, 64: 113-118
64. Bonoma, T. V.; Crittenden, V. L. (1988). Managing Marketing Implementation. Sloan Management Review, 29: 7-14.
65. Booz-Allen (2006). Booz Allen Hamilton-Untersuchung: Bis zu 12 Millionen Triple Play- Haushalte innerhalb von fünf Jahren. Retrieved from http://www.boozallen.de/presse/ pressemitteilungen/pressemitteilung-detail/ 15687120 on 04.01.2007
66. Boulding, K. (1964). A pure theory of conflict applied to organizations. In R. L. Kahn and Elise Boulding (eds.). Power and Conflict in Organizations (pp. 136-145). New York, NY: Basic Books
67. Bourgeois, L. (1981). On the measurement of organizational slack. Academy of Management Review, 6: 29-39.
68. Bourgeois, L. J. (1980). Performance and Consensus, Strategic Management Journal 5: 227-248.
69. Bourgeois, L.; Brodwin, D. (1984). Strategic implementation: five approaches to an elusive phenomenon. Strategic Management Journal, 5: 241-264.
70. Bower, J. (1970/1986). Managing the resource allocation process. Boston: Harvard University Press.
71. Bowman, E.; Helfat, C. (2001). Does corporate strategy matter? Strategic Management Journal, 22: 1-23.
72. Bowman, E.; Hurry, D. (1993). Strategy through the option lens: An integrated view of resource investments and the incremental-choice process. Academy of Management Review, 18: 760-783
73. Bradach, J. L. (1997). Using the Plural Form in the Management of Restaurant Chains. Administrative Science Quarterly, 42: 276-303
74. Brady, D. (2005). The Immelt revolution. Business Week, 28.03.2005, 64-73.
75. Brealey, R.; Myers, S.; Allen, F. (2005): Corporate Finance. (8th Eds.). New York, NY: McGraw-Hill.
76. Bresman H., Birkinshaw J., Nobel R. (1999): Knowledge Transfer in International Acquisitions. Journal of International Business Studies, 30: 439-462.
77. Broadbent, M.; Will, P.; Clair D.S. (1999). The implications of information technology infrastructure for business process redesign. MIS Quarterly, 23: 421-454
78. Brown, C.V.; Magill, S.L. (1998). Reconceptualizing the context-design issue for the information systems function. Organization Science, 9: 176-194
79. Brown, S., Eisenhardt, K. (1997). The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42: 1-34
80. Brückner, G. (2004). Harnessing the potential of informal learning in your organization. (July 2004), Retrieved from http://www.personalzone.com on 20.03.2005
81. Brush, T.; Bromiley, P.; Hendrickx, M. (1999). The relative influence of industry and corporation on business segment performance: an alternative estimate. Strategic Management Journal, 20: 519-548.
82. Bryne, J. (2005). The fast company interview: Jack Immelt. Fast Company.Com, 90: 60-61
83. Bryson, J. M.; Bromiley, P. (1993). Critical factors affecting the planning and implementation of major projects. Strategic Management Journal, 14: 319-337.
84. Buono, A.; Bowditch, J. (1989). The human side of mergers and acquisitions. San Francisco, CA: Josey-Bass
85. Burgelman R. (1991). Intraorganizational Ecology of Strategy-Making and Organizational Adaptation: Theory and Field Research. Organizational Science, 2: 239-262.
86. Burgelman, R. (1983a). A model of the interaction of strategic behavior, corporate context, and the concept of strategy. Academy of Management Review, 8: 61-70.
87. Burgelman, R. (1983b). A process model of internal corporate venturing in the diversified major firm. Administrative Science Quarterly, 28: 223-244.
88. Burgelman, R. (1991). Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research. Organization Science, 2: 239-262.
89. Burgelman, R. (1994). Fading memories: A process theory of strategic business exit in dynamic environments. Administrative Science Quarterly, 39: 24-56.
90. Burgelman, R. (2002). Strategy as vector and the inertia of coevolutionary lock-in. Administrative Science Quarterly, 47: 325-357.
91. Burgelman, R.; Doz, Y. (2001). The power of strategic integration. MIT Sloan Management Review, 42: 28-38
92. Burns, T.; Stalker, G. (1961). The Management of Innovation. London: Tavistock
93. Cacciatori, E.; Jacobides, M. (2005). The Dynamic Limits of Specialization: Vertical Integration Reconsidered. Organization Studies, 26: 1851-1883.
94. Campbell, A; Park, R. (2005). The growth gamble: When leaders should bet big on new businesses and how to avoid expensive failures. Boston, MA: Nicholas Brealey International.
95. Campbell A., Goold, M. (2000). The collaborative enterprise: Why links between business units often fail and how to make them work. New York, NY: Basic Books
96. Cardinal, L. B. 2001. Technological innovation in the pharmaceutical industry: The use of organizational control in managing research and development. Organization Science, 12: 19-36
97. Carroll, G. (1984). Organizational ecology. Annual Review of Sociology, 10: 71-93.
98. Carroll, G. and A. Teo 1996. "Creative self destruction among organizations: An empirical study of technical innovation and organizational Failure in the American automobile industry, 1885-1981. Industrial and Corporate Change, 5: 619-643.
99. Cartwright, S.; Cooper, C. (1992). Mergers and acquisitions: the human factor. Oxford: Butterworth-Heinemann
100. Caves, R. (1981). Diversification and seller concentration: Evidence from changes, 1963- 1972. Review of Economics & Statistics, 63: 289-293.
101. Chakravarthy, B.; Mueller-Stewens, G.; Lorange, P.; Lechner, C. (2003). Defining the contours of the strategy process field. In: B. Chakravarthy, G. Mueller-Stewens, P. Lorange, C. Lechner (eds.): Strategy process: Shaping the contours of the field (pp. 3-18). Oxford: Blackwell
102. Chakravarthy, B.; White, R. (2002). Strategy process: forming, implementing and changing strategies. In A. Pettigrew, H. Thomas & R. Whittington (Eds.), Handbook of strategy and management (pp. 182-205). Thousand Oaks: Sage Publications.
103. Chambers, G.; Foulon, M.; Handfield-Jones, H.; Hankin, S.M.; Michaels, E.G. (1998). The War for Talent. The McKinsey Quarterly, 3: 44-57
104. Champion, D. (1975). The sociology of organizations. Ney York, NY: McGraw-Hill
105. Chandler, A. (1962). Strategy and Structure: Chapters in the history of the industrial enterprise. Cambridge, MA: MIT Press
106. Chandler, A. (1977). The visible hand: the managerial revolution in American business. Cambridge, MA: Belknap Press
107. Chandler, A. (1991). The functions of the HQ unit in the multibusiness firm. Strategic Management Journal: 31-50
108. Chatterjee, S. (1986). Types of synergy and economic value: The impact of acquisitions on merging and rival firms. Strategic Management Journal, 7: 119-139
109. Chatterjee, S.; Lubatkin, M.; Schweiger, D.; Weber, Y. (1992). Cultural differences and shareholder value in related mergers: Linking equity and human capital. Strategic Management Journal, 13: 319-334
110. Chesbrough, H.; Teece, D. (1996). Organizing for Innovation. Harvard Business Review, 74: 5-73.
111. Child, J. (1984). Organizations: A guide to problems and practice. London: Harper & Row
112. Chkravarthy, B. (1997). A new strategy framework for coping with turbulence. Sloan Management Review, 83: 69-82
113. Christensen, C. M. (1997). The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Boston, MA: Harvard Business School Press.
114. Christensen, C.; Bower, J. (1996). Customer power, strategic investment, and the failure of leading firms. Strategic Management Journal, 17: 197-218.
115. Christensen, H.; Montgomery, C. (1981). Corporate economic performance. Strategic Management Journal, 2: 327-343.
116. Christensen, K. H. (2001). Corporate strategy: Managing a set of businesses. In: L. Fahey; R. M. Randall (eds.). The portable MBA in strategy, second edition. New York: John Willey & Sons: 32-61.
117. Churchill G.A., Iacobucci D. (2002). Marketing Research: Methodological Foundations (8th ed.). New York, NY: Harcourt.
118. Coase, R. (1937/1991). The nature of the firm. New York, NY: Oxford University Press
119. Cohren, W.; Levinthal, D. (1990). Absorptive capacity: A perspective on learning and innovation. Administrative Scence Quarterly, 35: 128-152
120. Collins, J.; Porras, J. (1994). Built To Last: Successful Habits of Visionary Companies. New York, NY: Harper Collins Publisher
121. Collis, D. J. and Montgomery, C. A. (2005): Corporate strategy: A resource-based approach. (2nd. Ed). New York: Irwin McGraw-Hill.
122. Collis, D.; Young, D.; Goold, M. (2007). The size, structure, and performance of corporate headquarters. Strategic Management Journal, 28: 383-405
123. Conner, K. (1991). A historical comparison of resource-based theory and five schools of thought within industrial organization economics: Do we have a new theory of the firm? Journal of Management, 17: 121-154
124. Connors, J. L.; Romberg, T. A. (1991). Middle Management and Quality Control: Strategies for Obstructionism. Human Organizations, 50: 61-65.
125. Cook, S.; Yanow, D. (1993). Culture and Organizational Learning. Journal of Management Inquiry, 2: 373-390
126. Cook, T. D., & Campbell, D. T. (1976). The design and conduct of quasi-experiments and true experiments in field settings. In Dunnette, M.D. (Ed.), Handbook of industrial and organizational psychology (pp. 223-326). New York: John Wiley and Sons.
127. Corfield, K. (1984). Translating Planning into Action. Long Range Planning, 17: 23-24.
128. Cummings, J., Teng, B. (2003). Transferring R&D knowledge: The Key Factors Affecting Knowledge Transfer Success. Journal of Engineering and Technology Management, 20:39-68
129. Cummings, T. G. (1978). Self-Regulating Work Groups: A Socio-Technical Synthesis. Academy of Management Review, 3: 625-634.
130. Cummings, T. G. (1981). Designing Effective Work Groups. In: Nystrom, P. C.; Starbuck, W. H. (eds.): Handbook of Organizational Design. 2nd Vol.: Remodeling Organizations and their Environments. (pp. 250-271). Oxford: Oxford University Press.
131. Cyert, R. M.; March, J. C. (1963). A Behavioral Theory of the Firm. Englewood Cliffs, NJ: Prentice-Hall
132. Daft, R. (2007). Understanding the theory and design of organizations. Mason, OH: Thompson South-Western
133. Daft, R. L.; Macintosh, N. B. (1984). The Nature and Use of Formal Control Systems for Management Control and Strategy Implementation. Journal of Management, 10: 43-66
134. Daft, R.; Lengl, R. (1986). Organizational information requirements, media richness and structural design. Management Science, 32: 554-71
135. Daft, R.; Weick, K. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9: 284-295
136. Damanpour, F. (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. Acadamy of Management Journal, 34: 555-590
137. Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic Management Journal, 23: 1095-1121
138. Darragh, J.; Campbell, A. (2001). Why corporate initiatives get stuck? Long Range Planning, 34: 33-52
139. Das. T.; Teng, B. (2000). A Resource-Based Theory of Strategic Alliances. Journal of Management, 26: 31-61
140. Datta, D. (1991). Organizational fit and acquisition performance: Effects of post-acquisition integration. Strategic Management Journal, 12: 281-297
141. Davis, R.; Thomas L. (1993). Direct estimation of synergy: A new approach to the diversityperformance debate. Management Science, 39: 1334-1346
142. Day, G. (2006). Aligning the Organization with the Market. MIT Sloan Management Review, 48: 41-49.
143. de Macedo, J.; Martins, J. (2005). Complementarity and supermodality. Teaching note, Science Po, Paris. Retrieved from http://coursenligne.sciences- po.fr/2004-2005/ gouvernance/braga/handout.pdf on February 23, 2006
144. De Wit B. (2001). Strategy: process-content-context: an international perspective (2nd ed.). London: Thomson Learning
145. Degussa (2001). CEO Speech (Prof. Dr. U.-H. Felcht). Annual Shareholder's meeting (15.05.2001). Retrieved from http://www.degussa.com/degussa/MCMSbase/ Pages/ ProvideResource.aspx?respath=/NR/rdonlyres/DF474B23-EDD5-4E8E-A2F0- 461450E 4AFD2/0/2001-05-15-Annual-Shareholders-Meeting-Felcht.pdf on 12.11.2004
146. Delia, J.; Crockett, W. (1973). Social schemas, cognitive complexity and the learning of social structures. Journal of Personality, 41: 413-429.
147. Delia, J.; O'Keefe, J.; O'Keefe, D. (1982). The constructivist approach to communication. In F. E. X. Dance (ed.) Human communication theory (pp. 147-191). New York: Harper and Row
148. Denison, D. (1990). Corporate culture and organizational effectiveness. New York, NY: Wiley
149. Denzin, N. (1989). The research act. Englewood Cliffs, NJ.: Prentice Hall.
150. Denzin, N. (1996). The facts and fictions of qualitative inquiry.Qualitative Inquiry, 2: 230-241.
151. Denzin, N.; Lincoln, Y. (1994): Handbook of Qualitative Research. Thousand Oaks, CA: Sage Publications
152. Denzin, N.; Lincoln, Y.S. (1998). The Landscape of Qualitative Research: Theories and Issues. Thousand Oaks, CA: Sage
153. Dess, G.; Gupta, G.; Hennart, J.; Hill, C. (1995). Conducting and Integrating Strategy Research at the International, Corporate, and Business Levels: Issues and Directions. Journal of Management, 21: 357-93
154. Dierickx, I; Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Management Science, 35: 1504-1510
155. DiMaggio, P.; Powell, W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48: 147-160
156. Dirks, K.; Ferrin, D. (2001). The Role of Trust in Organizational Settings. Organization Science, 12: 450
157. Diven, D. (1984). Organization planning: neglected factor in mergers and acquisition strategy. Managerial Planning, July-August: 4-12
158. Dobini, B.; Luffman, G. (2003). Determining the scope and impact of market orientation profiles on strategy implementation and performance. Strategic Management Journal, 24: 577-585
159. Dooms, E. (2005). Control in multidivisional firms: Levels issues and internal differentiation. Dissertation, Tilburg University.
160. Drazin, R.; Howard, P. (1984). Strategy Implementation: A Technique for Organizational Design. Columbia Journal of World Business, 19: 40-46.
161. Drucker, P. (1985). Innovation and entrepreneurship: practice and principles. Oxford, UK: Elsevier Butterworth-Heinemann
162. Dukerich, J.; Golden, B.; Shortell, S. (2002). Beauty is in the eye of the beholder: The impact of organizational identification, identity, and image on the cooperative behaviours of physicians. Administrative Science Quarterly, 47: 507-533
163. Duncan, R. (1976). The Ambidextrous Organization: Designing Dual Structures for Innovation. In R. Kilman, L. Pondy & D. Slevin (Eds.), The Management of Organizational Design (pp. 167-188). New York, NY: North Holland
164. Dundas, K; Richardson, P. (1980). Corporate Strategy and The Concept of Market Failure. Strategic Management Journal, 1: 177-188.
165. Durkheim, E. (1933). The Division of Labor in Society. New York: Free Press.
166. Dutta, S; Chaturvedi, R. (2005). Training and development the GE way. Case Study, ICFAI Center for Management Research, reference no: 405-051-1
167. Dutton, J.; Dukerich, J. (1991). Keeping an eye on the mirror: Image and identity in organizational adaptation. Acadamy of Management Journal, 34: 517-554
168. Dutton, J.; Dukerich, J.; Harquail, C. (1994). Organizational Images and member identification. Administrative Science Quarterly, 39: 239-263
169. Dyer, J. (1997). Effective Interfirm Collaboration: How Firms Minimize Transaction Costs and Maximize Transaction Value. Strategic Management Journal, 18: 535-556
170. Dyer, J.; Wujin, C. (2003). The Role of Trustworthiness in Reducing Transaction Costs and Improving Performance: Empirical Evidence from the United States, Japan, and Korea. Organization Science, 14: 57-68
171. Eccles, R. G., und H. C. White (1986). Firm and Market Interfaces of Profit Center Control. In: Siegwart Lindenberg, James S. Coleman, Stefan Nowak (eds.). Approaches to Social Theory (pp. 203-220). New York, NY: Russell Sage
172. Economist (2005). The greening of General Electric. The Economist Online Edition (10. December 2005). Retrieved from www.economist.com on 06.01.2006
173. Economist (2006). The new organization. The Economist Online Edition (21. January 2006) Retrieved from www.economist.com on 05.04.2006
174. Edström, A.; Galbraith, J. R. (1977). Transfer of Managers as a Coordination and Control Strategy in Multinational Corporations. Administrative Science Quarterly, 22: 248-263.
175. Eisenhardt K., Martin J. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21: 1105-1121
176. Eisenhardt, K. (1989). Building Theories from Case Study Research. Academy of Management Review, 14: 532-550
177. Eisenhardt, K., Graebner, M. (2007). Theory building from cases: opportunities and challenges. Academy of Management Journal, 50: 25-32
178. Eisenhardt, K.; Brown, S. (1999). Patching: Restitching business portfolios in dynamic markets. Harvard Business Review, 77: 72-82
179. Eisenhardt, K.; Galunic, D. (2000). Coevolving: At last, a way to make synergies work. Harvard Business Review, 78: 91-101
180. Eisenmann, T.R.; Bower, J. (1999). The entrepreneurial M-Form: Strategic integration in global media firms. Organization Science, 11: 348-355
181. Elsbach, K.; Kramer, R. (1996). Member's responses to organizational indentity threats: Encountering and countering Business Week ratings. Administrative Science Quarterly, 41 442-476
182. Evans, W.; Kessides, I. (1994). Living by the "golden rule": Mulitmarket contact in the U.S. airline industry. Quarterly Journal of Economics, 109: 341-366.
183. Fama, E., Jensen, M. (1983). Separation of ownership and control. Journal of Law & Economics, 26: 301-325
184. Farjoun (1994). Beyond industry boundaries: human expertise, diversification and resource related industry-groups. Organization Science, 5: 185-199
185. Farjoun, M. (1998). The independent and joint effects of the skill and physical bases of relatedness in diversification. Strategic Management Journal, 19: 611-630
186. Feldman, D. C. (1976). A contingency theory of socialization. Administrative Science Quarterly, 21: 433-452
187. Ferrin, D.; Dirks, K. (2003). The Use of Rewards to Increase and Decrease Trust: Mediating Processes and Differential Effects. Organization Science, 14: 18-31
188. Fidler, L. A.; Johnson, J.D. (1984). Communication and Innovation Implementation. Academy of Management Review, 9: 704-711.
189. Fisher, R.; Sharp, A. (1989). Getting it done-how to lead when you're not in charge. New York, NY: Harper Collis
190. Fleishman, E.; Harris, E. (1962). Patterns of leadership behavior related to employee grievances and turnover. Personnel Psychology, 15: 43-56
191. Flick, U. (1999). Qualitative Forschung. Theorien, Methoden, Anwendung in Psychologie und Sozialwissenschaften. Reinbeck (Hamburg): Rowohlt Taschenbuch.
192. Fligstein, N. (1985). The spread of the multidivisional form among large firms, 1919-1979. American Sociological Review, 50: 377-391.
193. Fligstein, N. (2001). The Architecture of Markets: An Economic Sociology of Twenty-First Century Capitalist Societies. Princeton, NJ: Princeton University Press
194. Floyd S., Wooldridge B. (1997). Middle Management's Strategic Influence and Organizational Performance. Journal of Management Studies, 34: 465-485.
195. Floyd, S. W.; Wooldridge, B. (1999). Knowledge creation and social networks in corporate entrepreneurship: The renewal of organizational capability. Entrepreneurship Theory and Practice, Spring: 123-143
196. Floyd, S. W.; Wooldridge, B. (2000). Building strategy from the middle. Thousands Oaks, CA: Sage.
197. Floyd, S. W.; Woolridge, B. (1992). Managing strategic consensus: The foundation of effective implementation. Academy of Management Executive, 6: 27-39
198. Fluck, Z; Lynch, A. (1999). Why do firms merge and then divest? A theory of financial synergy. Journal of business, 72: 319-346
199. Foddy, W. (1993). Constructing questions for interviews and questionnaires. Cambridge, MA: Cambridge University Press
200. Forstmann, S. (1998). Managing cultural differences in cross-cultural mergers and acquisitions. In M. Gertsen, A. Soderberg, J. Torp (eds): Cultural dimensions of international mergers and acquisitions. Berlin: deGruyter
201. Foss, N. (1997). On the rationals of corporate headquarters. Industrial and Corporate Change, 6: 313-83
202. Frankenberger, S. (2005). Management of reulatory influences on corporate strategy and structure. Dissertation, University of St. Gallen
203. Fredrickson J.W., Iaquinto L.I. (1989). Inertia and Creeping Rationality in Strategic Decision Processes. Academy of Management Journal, 32: 516-542
204. Fredrickson, J. (1986). The strategic decision process and organizational structure. The Academy of Management Review, 11: 280-297
205. Freeland, R.F.(1996). The Myth of the M-Form? Governance, Consent, and Organizational Change. American Journal of Sociology, 102: 483-526
206. Galbraith, C. (1990). Transferring core-manufacturing technologies in high tech firms. California Management Review, 32: 56-70
207. Galbraith, J, (1995). Designing Organizations: An Executive Briefing on Strategy, Structure and Process. San Francisco, CA: Jossey-Bass
208. Galbraith, J. (1972). Organization Design: An Information Processing View. In: Lorsch, J. W.; Lawrence, P.R. (eds.). Organizational Planning: Cases and Concepts. Georgetown, Ontario: Irwin.
209. Galbraith, J. (1973). Designing Complex Organization. Reading, MA: Addison-Wesley.
210. Galbraith, J. (1977). Organization Design. Reading, MA: Addison-Wesley
211. Galbraith, J. (1994) Competing With Flexible, Lateral Organizations. (2nd ed.). Reading, MA: Addison-Wesley
212. Galbraith, J. (2005). Designing the Customer-Centric Organization. A Guide to Strategy, Structure, and Process. New York, NY: Wiley & Sons
213. Galbraith, J.; Kazanjian, R. K. (1986). Strategy Implementation. Structure, Systems, and Processes. (2nd ed.). St. Paul: West.
214. Galbraith, J.; Nathanson, D. (1978). Strategy Implementation: The role of structure and process. St. Paul, MN: West Publishing Company
215. Galunic, D.; Eisenhardt, K. (1996). The evolution of intracorporate domains: Devisional charter losses in high technology, multidivisional corporations. Organization Science, 7: 255-282
216. Galunic, D.; Eisenhardt, K. (2001). Architectural innovation and modular corporate forms. Academy of Management Journal, 44: 1229-1249
217. Gatignon, H.; Tushman, M.; Smith, W.; Anderson, P. (2002). A Structural Approach to Assessing Innovation: Construct Development of Innovation Locus, Type and Characteristics. Management Science, 48: 1103-1122.
218. GE (1998). GE Annual Report 1997. Retrieved from www.ge.com on 30.11.2004
219. GE (1999). GE Annual Report 1998. Retrieved from www.ge.com on 30.11.2004
220. GE (2001). GE Annual Report 2000. Retrieved from www.ge.com on 30.11.2004
221. GE (2003). GE Annual Report 2002, Letter to Stakeholders. Retrieved from www.ge.com on 30.11.2004
222. GE (2004). GE Annual Report 2003, Letter to Stakeholders. Retrieved from www.ge.com on 01.05.2005
223. GE (2005a). Driving growth. Public Presentation, Prudential Analyst Meeting (23.09.2005). Retrieved from www.ge.com on 06.10.2005
224. GE (2005b). GE Annual Report 2004, Letter to Stakeholders. Retrieved from www.ge.com on 10.04.2005
225. GE (2005c). GE: Our time. Public Investor Relations Presentation by Jeff Immelt (18.05.2005). Retrieved from www.ge.com on 01.10.2005
226. GE (2005d). Aligning for sustained growth. Public Investor Relations Presentation by Jeff Immelt (23.06.2005). Retrieved from www.ge.com on 01.10.2005
227. GE (2005e). Aligning for sustained growth. Public Web Cast Voice File of Investor Relations Presentation (23.06.2005). Retrieved from http://www.ge.com on 25.06.2005
228. GE (2005f). Aligning for sustained growth. Public Web Cast Voice File for Q&A session of Investor Relations Presentation (23.06.2005). Retrieved from http://www.ge.com on 25.06.2005
229. GE (2005g). GE: Go big. Public Investor Relations Presentation by Jeff Immelt (13.12.2005). Retrieved from http://www.ge.com on 10.01.2006
230. GE (2006a). GE Annual Report 2005, Letter to Stakeholders. Retrieved from www.ge.com on 20.04.2006
231. GE (2006b). Leadership as a driver for growth. Public presentation, GE Australia & New Zealand
232. GE (2006c). Public presentation at 2006 Electrical Product Group Analyst Meeting (24.05.2006). Retrieved from www.ge.com on 18.05.2006
233. GE (2006d). Marketing at GE. Internal Presentation
234. GE (2006e). GE Ecomagination Report-Taking on big challenges. Retrieved from www.ge.com/ecoreport on 06.11.2006
235. GE (2006f). Leadership development at GE. Presentation, GE India
236. GE (2007a). Values. General Electric Corporate Homepage. Retrieved from http://www.ge.com/en/copany/ companyinfo/at-a-glance/ge-values.htm on 29.01.2007
237. GE (2007b). Corporate Leadership Programs at GE. General Electric Corporate Homepage. Retrieved from http://www.gecareers.com/GECAREERS/html/ global/student Opportunities/ leadershipPrograms/clp-global.html on 13.01.2007
238. GE CF (2007). GE's Imagination Breakthrough Initiative Spurs Innovation. GE Commercial Finance Homepage. Retrieved from www.gegmc.com on 22.01.07
239. GE DI (2005). GE Healthcare Growth in Emerging Markets. Public Presentation, GE Diagnostic Imaging (28.06.2005). Retrieved from http://www.ge.com/files/usa/company /investor/ downloads/webcast-06282005/ reinaldo-Garcia-06282005.pdf
240. GE EFS (2007). CEO Welcome Letter, GE Energy Financial Services. Retrieved from http://www.geenergyfinancialservices.com/welcome/welcome.asp on 29.01.2007
241. George, J.M. (1990). Personality, affect, and behavior in groups. Journal of Applied Psychology, 75: 107-116
242. Ghoshal, S.; Bartlett, C. (1990). The multinational corporation as an interorganizational network. Academy of Management Review, 4: 603-625
243. Ghoshal, S.; Bartlett, C. (1994). Linking organizational context and managerial action: The dimensions of quality management. Strategic Management Journal, 15: 91-112.
244. Ghoshal, S.; Bartlett, C. (1995). Changing the role of top-management: Beyond structures to processes. Harvard Business Review, 1-2: 86-96
245. Ghoshal, S.; Bartlett, C. (1996): Rebuilding behavioral context: A blueprint for corporate renewal. Sloan Management Review, Winter: 23-36.
246. Ghoshal, S.; Bartlett, C. (1998), The Individualized Corporation: A Fundamentally New Approach to Management. London: Heinemann
247. Ghoshal, S.; Nohria, N (1993). Horses for Courses: Organizational forms in multinational corporations. Sloan Management Review, Winter: 23-35
248. Gibbert, M. (2002). Crafting strategy imaginatively. Dissertation, University of St.Gallen. Bamberg: Difo Druck
249. Giles, W. (1991). Making Strategy Work. Long Range Planning, 24: 75-91.
250. Gimeno, J.; Woo, C. (1994). Multipoint competition, market rivalry and firm performance: a test of the complete mediation model, Academy of Management Proceedings
251. Gimeno, J.; Woo, C. (1999). Multimarket contact, economies of scope, and firm performance. Academy of Management Journal, 42(3): 239-259.
252. Glaser B., Strauss A. (1967). The discovery of grounded theory: Strategies of qualitative research. London: Wiedenfeld and Nicholson.
253. Glaser, B (1992). Emergence vs. Forcing: Basics of Grounded Theory Analysis. Mill Valley, CA: Sociology Press.
254. Golden B.R. (1992). The past is the past-Or is it? The use of retrospective accounts as indicators of past strategy. Academy of Management Journal, 35: 848-860.
255. Golden, B.; Ma, H. (2003). Mutual Forbearance: The role of intrafirm integration and rewards. Academy of Management Review, 3: 479-493
256. Goold, M.; Campbell, A. (1987). Strategies and Style. Oxford: Basil Blackwell
257. Goold, M.; Campbell, A. (1998). Desperately seeking synergy. Harvard Business Review, 76: 130-143
258. Goold, M.; Campbell, A. (2000). Taking Stock of Synergy-A framework for assessing linkages between businesses. Long Range Planning, 33: 72-96
259. Goold, M.; Campbell, A. (2002). Designing effective organizations: How to create structured networks. San Francisco, CA: Jossey-Bass
260. Goold, M.; Campbell, A., Alexander, M. (1994). Corporate-level strategy: creating value in the multibusiness company. New York, NY: Wiley
261. Govindarajan V. (1986). Decentralization, strategy, and effectiveness of strategic business units in multibusiness organizations. Academy of Management Review, 11: 844-856.
262. Govindarajan, V. (1988). A Contingency Approach to Strategy Implementation at the Business-Unit Level: Integrating Administrative Mechanisms with Strategy. Academy of Management Journal, 31: 828-853.
263. Govindarajan, V.; Fisher, J. (1990). Strategy, control systems, and resource sharing: Effects on business-unit performance. Academy of Management Journal, 33:259-285
264. Grant (2005b). Cases to accompany contemporary strategic analysis. 5th ed. Malden, MA : Blackwell Publishers
265. Grant, R. (1988). On dominant logic's relatedness and the link between diversity and performance. Strategic Management Journal, 9: 639-642
266. Grant, R. (1991). The Resource-Based Theory of Competitive Advantage. California Management Review, 33: 114-135.
267. Grant, R. (2002): Corporate strategy: Managing scope and strategy content, in: A. Pettigrew, H. Thomas, and R. Whittington (eds.). Handbook of Strategy and Management (pp. 72-97). London: Sage Publications
268. Grant, R. (2005). Contemporary strategy analysis: Concepts, techniques, applications. 5th ed. Malden, MA: Blackwell Publishers
269. Grant, R.; Jammine, A. (1988). Performance differences between the Wrigley/Rumelt strategic categories. Strategic Management Journal, 9: 333-346
270. Greenwood, R.; Hinings, C.; Brown, J. (1994). Merging professional service firms. Organization Science, 5: 239-257
271. Greve, H.; Baum, J. (2001). Introduction: A multiunit, multimarket world. Advances in Strategic Management, Vol. 18, Baum, J; Greve, H. (eds) (pp. 1-28). Stamford, CT: JAI Press
272. Guba E.; Lincoln Y. (1994). Competing Paradigms in Qualitative Research. In: Denzin N.K., Lincoln Y. (1994). Handbook of Qualitative Research (pp. 105-117). Thousand Oaks: Sage
273. Guba, E.G. (1990). The paradigm dialogue. Newbury Park, CA: Sage.
274. Gulati R., Singh H. (1998). The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances. Administrative Science Quarterly, 43: 781-814.
275. Gulati, R. (1995). Social structure and alliance formation patterns: a longitudinal analysis. Administrative Science Quarterly, 40: 619-652
276. Gupta A.; Govindarajan, V. (1983). Business Unit Strategy, Managerial Characteristics and Business Unit Effectiveness at Strategy Implementation. Academy of Management Review, 27: 25-41
277. Gupta, A. (1987). SBU Strategies, Corporate-SBU Relations, and SBU Effectiveness in Strategy Implementation. Academy of Management Journal, 30: 477-500.
278. Gupta, A.; Govindarajan, V. (1986). Resource sharing among SBUs: Strategic antecedents and administrative implications. Academy of Management Journal, 30: 477-500
279. Gupta, A.; Govindarajan, V. (1991). Knowledge flow patterns, subsidiary strategic roles, and strategic control within MNCs. Academy of Management Proceedings, 35: 21-26
280. Gupta, A.; Govindarajan, V. (2000). Knowledge flows within multinational corporations. Strategic Management Journal, 21: 473-496
281. Guth, W. D.; MacMillan, I. C. (1986). Strategy implementation versus middle management self-interest. Strategic Management Journal, 7: 313-327.
282. Hackman, J.; Oldham, G. (1975). Development of the job diagnostic survey. Journal of Applied Psychology, 60: 159-170
283. Hambrick, D. C.; Canella, A. A. (1989). Strategy implementation as substance and selling. The Academy of Management Executive, 3: 279-285.
284. Hambrick, D.; Mason, P. (1984). Upper echelons: the organization as a reflection of its top managers. Academy of Management Review, 9: 193-206
285. Hamel, G.; Prahalad, C. (1983). Managing strategic responsibility in the MNC. Strategic Management Journal, 4: 341-151
286. Hamel, G.; Prahalad, C. (1990). The core competence and the corporation. Harvard Business Review; 3: 79-91
287. Hamel, G.; Prahalad, C. (1993). Strategy as stretch and leverage. Harvard Business Review, 71: 75-84
288. Hannan, M.; Freeman, J. (1977). The population ecology of organizations. American Journal of Sociology, 82: 929-964
289. Hansen, M. T. (1999). The search-transfer problem: The role of Weak Ties in Sharing Knowledge across Organizational Subunits. Administrative Science Quarterly, 44: 82-111
290. Hansen, M. T. (2002). Knowledge Networks: Explaining Effective Knowledge Sharing in Multiunit Companies. Organization Science, 13: 232-248
291. Harrison, J.; Hitt, M.; Hoskisson, R.; Ireland, D. (2001). Resource complementarity in business combinations: Extending the logic to organizational alliances. Journal of Management, 27: 679-690
292. Hart S. (1992). An integrative framework for strategy-making processes. Academy of Management Review, 2: 327-351.
293. Hart, S; Milstein, M. (2006). I search of sustainable enterprise: The case of GE's ecomagination initiative. Value, 1: 36-43
294. Haspeslagh, P.; Jemison, D. (1991). Managing acquisitions: Creating value through corporate renewal. New York, NY: The Free Press
295. Hedlund, G. (1986). The Hypermodern MNC: A Heterarchy? Human Resource Management, 25: 9-35.
296. Hedlund, G. (1994). A Model of Knowledge Management and the N-Form Corporation. Strategic Management Journal 15: 73-90.
297. Heide, M.; Gronhaug, K.; Johannessen, S. (2002). Exploring barriers of the successful implementation of formulated strategy. Scandinavian Journal of Management, 18: 217-231.
298. Heinen, J. S.; Jacobson, E. (1976). A Model of Task Group Development in Complex Organizations and a Strategy Implementation. Academy of Management Review, 4: 98-111.
299. Helfat, C.; Teece, D. (1987). Vertical Integration and Risk Reduction. Journal of Law, Economics & Organization, 3: 47-68
300. Helfat, S.; Eisenhardt, K. (2004). Inter-temporal economies of scope, organizational modularity, and the dynamics of diversification. Strategic Management Journal, 25: 1217-1233
301. Henderson, R.; Clark, K. B. (1990). Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms. Administrative Science Quarterly, 35: 9-30.
302. Higgins, R.; Schall, L. (1975). Corporate bankruptcy and conglomerate mergers. Journal of Finance, 30:93-13
303. Higgins, R.; Schall, L. (1975). Corporate bankruptcy and conglomerate merger. The Journal of Finance, 30: 93-113
304. Hill, C. (1988). Internal capital market controls and financial performance in multidivisional firms. The Journal of Industrial Economics, 27: 67-83
305. Hill, C. (1994). Diversification and economic performance: Bringing structure and corporate management back into the picture. In R. Rumelt, D. Schendel & D. Teece (Eds.), Fundamental issues in strategy. (pp. 297-322). Boston, MA: Harvard Business School Press
306. Hill, C.; Hanson, G. (1991). A longitudinal study of the cause and consequences of changes in diversification in the U.S. pharmaceutical industry, 1977-1986. Strategic Management Journal, 12: 187-199
307. Hill, C.; Hitt M.; Hoskisson, R. (1992). Cooperative versus competitive structures in related and unrelated diversified firms. Organization Science, 3: 501-521
308. Hill, C.; Hoskisson, R. (1987). Strategy and structure in the multiproduct firm. Academy of Management Review, 12: 331-341.
309. Hill, C.; Jones, G. (2007). Strategic Management-An integrated approach. 7th ed. Boston, MA: Houghton Mifflin Company
310. Hitt, M.A.; Harrison, J.S.; Ireland, R.D. (2001). Mergers & Acquisitions: A Guide to Creating Value for Shareholders. New York: Oxford University Press.
311. Hitt, M.A.; Ireland, R.D.; Hoskisson, RE. (2007). Strategic Management-Competitiveness and globalization: Concepts. Mason, OH: Thompson South-Western
312. Hoegel, M.; Weinkauf, K.; Gemuenden, H. (2004). Interteam Coordination, project commitment, and teamwork in multiteam R&D projects: A longitudinal study. Organization Science, 15: 38-55
313. Hohensee, M. (2006). In der Luft halten. Wirtschaftswoche, 43/2006
314. Hope, J. ; Fraser, R. (2003). Beyond budgeting : how managers can break free from the annual performance trap. Boston, Mass.: Harvard Business School Press
315. Hoskisson (1987). Multidivisional structure and performance: The contingency of diversification strategy. Strategic Management Journal, 30: 625-644
316. Hoskisson, R. (1987). Multidivisional structure and performance: The contingency of diversification strategy. Academy of Management Journal, 30: 625-655
317. Huber, G.P.; Van de Ven, A.H. (1995). Longitudinal Field Research Methods: Studying Processes of Organizational Change. Thousands Oaks, CA: SAGE Publications.
318. Hughes, K.; Oughton, C. (1993). Diversification, multi-market contact and profitability. Economica, 60: 203-224.
319. Hussey, D. (1985). Implementing Corporate Strategy: Using Management Education & Training. Long Range Planning, 18: 28-37.
320. Immelt, J (2002). Annual Report to Share Owners, Waukesha, Wisconsin, April 24, 2002: 4-5
321. Iversen (2003). Synergies and sustainable competitive advantage. Working Paper, Copenhagen Business School
322. Galbraith, J. (1994). Competing with Flexible Lateral Organizations. Reading, MA: Addison Wesley
323. Jansen, J.; Van Den Bosch, F.; Volberda, H. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Science, 52: 1661-1674
324. Jayachandran, S., Gimeno, J.; Varadarajan, P. (1999). Theory of multimarket competition: A synthesis and implications for marketing strategy. Journal of Marketing, 63: 49-66
325. Jehn, K. A. (1997). A qualitative analysis of conflict types and dimensions in 23 organizational groups. Administrative Science Quarterly, 42: 530-557.
326. Jemison, D.B., Sitkin, S. (1986). Acquisitions: The process can be a problem. Harvard Business Review, 64: 107-111
327. Jennings, D.F.; Kendall, A.; Murray, G.; Christodoulos, C. (2000). Determinants of trust in global strategic alliances: AMRAD and the Australian biomedical industry', Competitiveness Review, 10: 20-45
328. Johnson, G.; Scholes, K.; Whittington, R. (2006): Exploring corporate strategy. 7th ed. Essex: Pearson Education.
329. Jones, G. (1983a). Psychological Orientation and the Process of Organizational Socialization: An Interactionist Perspective. Academy of Management Review, 8: 464-474
330. Jones, G. (1983b). Transaction Costs, Property Rights, and Organizational Culture: An Exchange Perspective. Administrative Science Quarterly, 28: 454-468
331. Jones, G.; Hill, C. (1988). Transaction cost analysis of strategy-structure choice. Strategic Management Journal, 9: 159-172.
332. K+S (2007). Business Model. K+S Corporate Homepage. Retrieved from http://www.k-pluss. com/en/about/geschaeftsmodell.html on 04.01.2007
333. Kale, P.; Dyer, J.; Singh, H. (2001). Value Creation and Success in Strategic Alliances: Alliancing Skills and the Role of Alliance Structure and Systems. European Management Journal, 19: 463-482
334. Kaplan, R.; Norton, S. (2006). Alignment-Using the balanced scorecard to create corporate synergies. Boston: Harvard Business School Press
335. Karnani, A.; Wernerfelt, B. (1985). Research note and communication: Multiple point competition. Strategic Management Journal, 6: 87-96
336. Katila, R.; Ahuja, G. (2002). Something old, something new: A longitudinal study of search behavior and new product introduction. Academy of Management Journal, 45: 1183-1194.
337. Kauffman, S. (1995). At Home in the Universe. The Search for the Laws of Self-Organization and Complexity. New York, Oxford: Oxford University Press
338. Kauffman, S.; Macready, W.G.; Dickenson, E. (1994). Divide to coordinate: coevolutionary problem solving, Working paper, Santa Fe Institute
339. Kay, N. (1982). The evolving firm. London: Macmillan
340. Kay, N. (1984). Innovation, Markets and Hierarchies. Journal of Economic Studies, 11: 44-61.
341. Keats, B.; Hitt, M. (1988). A Causal Model of Linkages among Environmental Dimensions, Macro Organizational Characteristics, and Performance. Academy of Management Journal 31: 570-598
342. Kerr (1985). Diversification strategies and managerial rewards: an empirical study. Academy of Management Journal, 28: 155-79
343. Khandwalla, P. (1977). The design of organizations. New York, NY: Hardcourt, Brace, Janovich
344. Khandwalla, P. N. (1973) Effect of Competition on the Structure of Top Management Control. Academy of Management Journal, 16: 285-295.
345. Khandwalla, P. N. (1974) Mass Output Orientation of Operations Technology and Organization Structure. Administrative Science Quarterly, 19: 74-97.
346. Khanna, T.; Palepu, K. (1997). Why Focused Strategies May Be Wrong for Emerging Markets. Harvard Business Review, 75: 41-51
347. Khanna, T.; Palepu, K. (1999). The Right Way to Restructure Conglomerates in Emerging Markets. Harvard Business Review, 77: 125-135
348. Khanna, T.; Palepu, K. (2000a). Is group affiliation profitable in emerging markets? An analysis of diversified Indian business. Journal of Finance, 55: 867-892
349. Khanna, T.; Palepu, K. (2000b). The future of business groups in emerging markets: long-run evidence from chile. Academy of Management Journal, 43: 268-285
350. Khanna, T.; Palepu, K.; Sinha, J. (2005). Strategies That Fit Emerging Markets. Harvard Business Review, 83: 63-76
351. Kim, C.; Mauborgne, R. (2005). Blue Ocean Strategy. Boston, MA: Harvard Business School Press.
352. King, D.; Dalton, D.; Daily, C.; Covin, J. (2004). Meta-analyses of post-acquisition performance: indications of unidentified moderators. Strategic Management Journal, 25:187-200
353. King, W. (1980). Implementing Strategic Plans through Strategic Program Evaluation. Omega, 8: 173-81.
354. Kirsch, L. (1997). Portfolios of control modes and IS project management. Information systems Research, 8: 215-239
355. Klein, B. (1988). Vertical integration as organizational ownership: The Fisher Body-General Moters relationship revisited. Journal of Law, Economics, and Organization, 4:199-213
356. Kleiner, A. 2004. GE's next workout. Strategy+Business, 33: 1-5
357. Knight, R. (2006). GE's corporate boot camp cum talent spotting venue. Financial Times, 20.03.2006: 20
358. Knudson (2006). Generating Leaders GE Style. HR Management, Online Edition, Retrieved from http://www.hrmreport.com/pastissue/printarticle.asp?art= 269158 on 18.01.2007
359. Kogut, B.; Zander, U. (1995). Knowledge, market failure and the multinational enterprise: a reply. Journal of International Business Studies, 26: 417-426
360. Kogut, B.; Zander, U. (1996). What Firms Do? Coordination, Identity, and Learning. Organization Science, 7: 502-518
361. Kotler, P.(2002). Marketing management (11th ed.). Englewood Cliffs, NJ: Prentice Hall
362. Koza, M.; Lewin, A.Y. (1998). The co-evolution of strategic alliances. Organization Science, 9: 255-264
363. Krallmann, H.; Frank H.;Gronau, N. (Hrsg.). Systemanalyse im Unternehmen: Vorgehensmodelle, Modellierungsverfahren und Gestaltungsoptionen. (4.Auflage). Berlin: R. Oldenbourg, 2002
364. Kramer, R. (1993). Cooperation and organizational identification. In J. Murninghan (ed.), Social Psychology in Organizations (pp. 244-258). Englewood Cliffs, NJ: Prentice Hall
365. Kratz, E. (2005). Get me a CEO from GE. Fortune Magazine, 5: 23-25
366. Kunz, H. (1996). Beziehungsmanagement: Kunden binden, nicht nur finden. Zürich: Orell Füssli
367. Lamnek, S. (1995). Qualitative Sozialforschung. 3rd revised Edition. München: Psychologie Verlags Union.
368. Lang, L; Stulz, R. (1994). Tobin's q, corporate diversification, and firm performance. Journal of Political Economy, 102: 1248-1280
369. Langley, A. (1999). Strategies for theorizing from process data. Academy of Management. The Academy of Management Review, 24: 691
370. Langlois, R. (1997). Scale, Scope, and the Reuse of Knowledge. Conference Paper, Conference in honor of Brian J. Loasby, August 26-28, 1997, Stirling, Scotland
371. Langlois, R.; Robertson, P. (1995). Firms, Markets and Economic Change. Routledge: London
372. Larsson, R. (1993). Case survey methodology: Quantitative analysis of patterns across case studies. Academy of Management Journal, 36: 1515-1546
373. Larsson, R.; Finkelstein, S. (1999). Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions: A case survey of synergy realization. Organization Science, 10:1-26
374. Lawrence, P.; Lorsch, J.(1967). Organization and Environment. Managing Differentiation and Integration. Homewood, IL: Irwin.
375. Lazonik, W. (1991). The myth of the market economy. Cambridge, U.K.: Cambridge University Press
376. Learned, E.P.; Christensen, C. R.; Andrews, K. R. and Guth W. (1969). Business policy: text and cases. Homewood, IL: R. D. Irwin.
377. Lechner, C. (2003). Exploring the strategic process: A theoretical and empirical investigation. Habilitationsschrift, University of St.Gallen.
378. Lechner, C.; Mueller-Stewens, G. (2000). Strategy process research: What do we know, what should we know?, in: S. B. Dahiya (ed.). The current state of business disciplines, 4: 1863-1893.
379. Lee, A. S. (1991). Integrating Positivist and Interpretive Approaches to Organizational Research. Organization Science, 2: 342-365.
380. Leibold, M.; Probst, G.; Gibbert, M. (2002). Strategic management in the knowledge economy: New approachers and business applications. Erlangen: Publicis Wiley
381. Leonard-Barton, D. (1990). A dual methodology for case studies: synergistic use of a longitudinal single site with replicated multiple sites. Organization Science, 1: 248-266
382. Leonard-Barton, D. (1995). Wellsprings of knowledge: Building and sustaining sources of innovation. Boston, MA: Harvard Business School Press.
383. Leonard-Barton, D.; Deschamps, I. (1988). Managerial Influence in the Implementation of New Technology. Management Science, 34: 1252-1265.
384. Levy, H.; Sarnat, M. (1970). Diversification, portfolio analysis the uneasy case for conglomerate mergers. Journal of Finance, 25:795-802
385. Lewin, A.; Volberda, H. (1999). Prolegomena on coevolution: A framework for research on strategy and new organizational forms. Organization Science, 10: 519-534
386. Liebeskind, J. (2000). Internal capital markets: Benefits, costs, and organizational arrangements. Organization Science, 11: 58-76.
387. Lincoln Y., Guba E. (1985). Naturalistic Enquiry. Beverly Hills: Sage.
388. Lippitt, G. L. (1982). Organisational Renewal: A holistic approach to organisational development. Englewood Cliffs, NJ: Prentice-Hall
389. Lippitt, G.; Langseth, P; Mossop, P. (1986). Implementing Organizational Change: A Practical Guide to Managing Change. San Francisco: Jossey-Bass.
390. Litwak, E.; Hylton, L. F. (1962). Interorganizational Analysis: A Hypothesis on Coordinating Agencies. Administrative Science Quarterly, 6: 395-420.
391. Locke, E. Maryam, A.; Wagner, A. (1997). Participation in decision making: An information exchange perspective. In G. R. Ferris (ed.), Research in personnel and human resources management. Greenwich, CT: JAI Press, 293-331.
392. Locke, E.; Schweiger, D. (1979). Participation in decision making: One more look. In B. M. Staw (ed.), Research inorganizational behavior. Greenwich, CT: JAI Press, 265-339
393. Lorsch, J.; Allen, J. (1973). Managing diversity and interdependence : an organizational study of multidivisional firms. Boston, MA: Graduate School of Business Administration
394. Lovas, B.; Ghoshal, S. (2000). Strategy as guided evolution. Strategic Management Journal, 21: 875-896
395. Lubatkin, M.; Avisnash, M.; Schulze, W.; Cotterill; R. (1998). Three empirical cases of multifaceted product reorientations: How much does strategic adaptation matter? Paper presented at the Academy of Management Conference, San Diego, CA.
396. Lubatkin, M.; Chatterjee, S. (1994). Extending modern portfolio theory into the domain of corporate diversification: Does it apply? Academy of Management Journal, 37: 109-136.
397. Lubatkin, M.; O'Neill, H. (1987). Merger strategies and capital market risk. Academy of Management Journal, 30: 665-684
398. Macher, J. (2004). Vertical disintegration and process innovation in semiconductor manufacturing foundries vs. integrated producers. Working Paper, Georgetown University, Washington DC
399. Mael, F. A.; Ashforth, B.E. (1995). Loyal from day one: Biodata, organizational identification, and turnover among newcomers, Personnel Psychology, 48: 309-333
400. Mahajan, V.; Wind, Y. (1988). Business Synergy Does Not Always Pay Off. Long Range Planning, 21:59-65
401. Malone, T. W. and Crowston, K. (1994). The interdisciplinary theory of coordination. ACM Computing Surveys, 26: 87-119.
402. March, J.; Simon, H. (1958). Organizations. New York: Wiley & Sons.
403. March, J.; Sproull, L.; Tamuz, M. (1991): Learning from samples of one or fewer. Organization Science, 2: 1-13.
404. Markides, C. (2002): Corporate strategy: The role of the centre. In: A. Pettigrew, H. Thomas, R. Whittington (eds.): Handbook strategy and management (pp. 98-112). London: Sage Publications
405. Markides, C.; Williamson, P. (1994). Related diversification, core competencies and corporate performance. Strategic Management Journal, 15: 149-165
406. Markides, C.; Williamson, , P. (1996). Corporate diversification and organizational structure: A resource based view. Academy of Management Journal, 39: 340-367
407. Markowitz, H. (1952). Portfolio selection. Journal of Finance, 7: 77-91
408. Marks, M. (1982). Merging human resources. Mergers and Acquisitions, 17: 38-42
409. Marshall, C.; Rossman, G. (1995). Designing qualitative research, 2nd edn. Thousand Oaks, CA: Sage
410. Martin, J. (2002). Cross-Business Synergies: Recombination, modularity, and the multibusiness team. Dissertation, Stanford University
411. Martin, J.; Eisenhardt, K. (2001). Exploring cross business synergies. Academy of Management 2001 Best Paper Proceedings
412. Martin, J.; Eisenhardt, K. (2005). Cross-business collaborations. Working paper, University of Texas at Austin, Austin, TX
413. Martinez J.; Jarillo J. (1989). The evolution of research on coordination mechanisms in multinational corporations. Journal of International Business Studies, 20: 489-514
414. Marx, K. (2004). The Role of Social Context for Strategy-Making. Dissertation, University of St.Gallen. Wiesbaden: Gabler Verlag
415. Matinez, J. I.; Jarillo, J. C. (1989). The Evolution of Research on Coordination Mechanisms in Multinational Corporations. Journal of International Business Studies, Fall: 489-514
416. Mayring, P. (1996). Einführung in die qualitative Sozialforschung. Eine Anleitung zu qualitativem Denken. Weinheim: Belz/PVU
417. Mayring, P. (2003): Qualitative Inhaltsanalyse: Grundlagen und Techniken, 8.Auflage. Weinheim: Beltz.
418. McCann, J. E.; Ferry, D. L. (1979). An Approach for Assessing and Managing Inter-Unit Interdependence. Academy of Management Review, 4: 113-119.
419. McCann, J. E.; Galbraith, J. R. (1981). Interdepartmental Relations. In: Nystrom, P. C.; Starbuck, W. H. (eds.): Handbook of Organizational Design. 2nd Vol.: Remodeling Organizations and their Environments (pp. 60-83). Oxford: Oxford University Press
420. McGahan A.M., Porter M.E. (1997). How much does industry matter, really? Strategic Management Journal, 18: 15-30
421. McGahan A.M., Porter M.E. (1999). The persistence of shocks to profitability. Review of Economics & Statistics, 81: 143-153
422. McGrath, R. G. (2001). Exploratory learning, innovative capacity, and managerial oversight. Academy of Management Journal, 44: 118-131
423. McGrath, R. G.; MacMillan, I. C.; Venkataraman, S. (1995). Defining and developing competence: A strategic process paradigm. Strategic Management Journal, 16: 251-275.
424. McKelvey, B. (1997). Quasi-natural organization science. Organization Science, 8: 352-380.
425. Merton, R. (1968). Social theory and social structure. New York: Free Press
426. Michel, J.; Hambrick, D. (1992). Diversification posture and top management team characteristics. Academy of Management Journal, 35: 9-37
427. Miles, M., Huberman, A. (1994). Qualitative data analysis. Thousand Oaks, CA: Sage
428. Miles, R.; Snow, C. (1986). Network Organizations: New concepts for new forms. California Management Review, 18:62-73
429. Miles, R.; Snow, C. (1992). Causes of failure in network organizations. California Management Review, 34: 53-72
430. Miles, R.; Snow, C. (1995). The new network firm: A spherical structure built on human investment philosophy. Organizational dynamics, 23: 5-18
431. Milgrom, P.; Roberts, J. (1990). The economics of modern manufacturing: Technology, strategy, and organization. American Economic Review, 80: 511-528
432. Milgrom, P.; Roberts, J. (1995). Complementarities and fit. Strategy, structure, and organizational change in manufacturing. Journal of Accounting and Economics, 19: 179-208
433. Miller, D. (1987). Strategy making and structure: analysis and implications for performance. Academy of Management Journal, 30, 7-32.
434. Miller, D. (2006). Technological diversity, related diversification, and firm performance. Strategic Management Journal, 27: 601-619
435. Miller, D.; Droge, C. (1986). Psychological and Traditional Determinants of Structure. Administrative Science Quarterly, 31: 539-560
436. Miller, D.; Kets de Vries, M.R.; Toulouse, J.M. (1982). Top executive locus of control and its relationship to strategy-making, structure, and environment. Academy of Management Journal, 25: 237-253
437. Miller, D.; Toulouse, J.M. (1986). Chief executive personality and corporate strategy and structure in small firms. Management Science, 32: 1389-1409
438. Mintzberg H. (1979). The Structuring of Organizations. Prentice Hall: Englewood Cliffs.
439. Mintzberg H.; McHugh, A. (1985). Strategy formation in an adhocracy. Administrative Science Quarterly, 30: 160-197
440. Mintzberg, H. (1979) An Emerging Strategy of "Direct" Research. Administrative Science Quarterly, 24: 582-589.
441. Mintzberg, H. (1983). Structure in fives: Designing effective organizations. Englewood Cliffs, NJ: Prentice-Hall.
442. Mintzberg, H.; Waters, J. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6: 257-272.
443. Monteverde, K. (1995). Technical dialogue as an incentive for vertical integration in the semiconductor industry. Management Science, 41: 1624-38
444. Montgomery, C. (1982). The measurement of firm diversification. Academy of Management Journal, 25: 299-307.
445. Montgomery, C.; Hariharan, S. (1991). Diversified expansion by large established firms. Journal of Economic Behavior and Organization, 15: 71-89
446. Montgomery, C.; Singh, H. (1984). Diversification Strategy and Systematic Risk. Strategic Management Journal, 5: 181-191
447. Morgan, G.; Smircich, L. (1980). The case for qualitative research. Academy of Management Review, 5: 491-500
448. Morrison A., Roth K. (1993). Relating Porter's configuration/coordination framework to competitive strategy and structural mechanisms: Analysis and implications. Journal of Management, 19: 797-818.
449. Müller-Stewens, G. (2004): Das strategische Konzept: Fehlendes Element in der Strategie des Gesamtunternehmens?. In: Wildemann, Horst (Hrsg.): Personal und Organisation: Festschrift für Rolf Bühner. München : TCW Transfer-Centrum
450. Müller-Stewens, G. (2005): Strategisches Management auf Gesamtunternehmensebene: Ein Bezugsrahmen für das Top Management. In: Seyferth, M.; Hoffmann, S.; Ulmer, M. (eds.): Corporate Strategy. Aktuelle Herausforderungen und Perspektiven. Bern: Haupt
451. Müller-Stewens, G.; Knoll, S. (2006). Smart Linking: Steigerung von Wachstum und Profitabilität durch innovatives geschäftseinheitenü bergreifendes Synergienmanagement. Published Study, University of St. Gallen
452. Müller-Stewens, G.; Lechner, C. (2003). Strategisches Management: Wie strategische Initiativen zu Wandel führen. 2nd edition. Stuttgart: Schäffer-Poeschel
453. Murray (2004). Expanded Training Centre for the Best of General Electric. Financial Times, 22.03.2004: 14-15
454. Myers, M.D. (1997). Qualitative research in information systems. MIS Quarterly, 21: 241-242
455. Nadler, D.; Tushman, M. (1997). Competing by design: The power of organizational architecture. New York, NY: Oxford University Press
456. Nahavandi, A.; Malekzadeh, A. (1988). Acculturation in mergers and acquisitions. Academy of Management Review, 13: 79-90
457. Narayanan, V.G. (2005). Executive Compensation at General Electric (A). Case Study, Harvard Business School, reference no. 9-105-072
458. Nayyar, P.R. (1992). On the measurement of corporate diversification strategy. StrategicManagement Journal, 13: 219-235.
459. Nayyar, P.R. (1993). Performance effects of information asymmetry and economies of scope in diversified service firms. Academy of Management Journal, 36: 28-57
460. Nelson, R.; Winter, S. (1982). An evolutionary theory of economic change. Cambridge, MA: Belknap
461. Newell, S. and Swan, J. (2000). Trust and inter-organizational networking. Human Relations, 53: 1287-1328.
462. Nohria, N.; Ghoshal, S. (1997). The Differentiated Network: Organizing Multinational Corporations for Value Creation. San Francisco: Jossey-Bass.
463. Nonaka, I. (1988). Toward middle-up-down management: Accelerating information creation. Sloan Management Review, 29: 9-18.
464. Nonaka, I. (1991). Knowledge-creating company. Harvard Business Review, 69: 96-104
465. NYT (2005). GE plans to be a one-stop shop for developing countries. The
466. O'Donnell, S (2000). Managing foreign subsidiaries: Agents of headquarters or an independent network? Strategic Management Journal, 21: 525-548.
467. O'Reilly, C.; Chatman, J. (1986). Organizational commitment and psychlogical attachement: The effects of compliance, identification, and internalization on prosocial behavior. Journal of Applied Psychology, 71: 492-499
468. Ocasio, W. (1997). Towards an attention-based view of the firm. Strategic Management Journal, 18: 187-206
469. O'Donnell SW. (2000). Managing foreign subsidiaries: agents of headquarters, or an interdependent network? Strategic Management Journal, 21: 525-548
470. O'Reilly, C.; Tushman, M. (2007). Ambidexterity as a dynamic capability: Resolving the innovator's dilemma.Working Paper, Harvard Business School
471. Ouchi, W. (1979). A conceptual framework for the design of organizational control mechanisms. Management Science, 25: 833-848.
472. Ouchi, W. (1980). Markets, Bureaucracies, and Clans. Administrative Science Quarterly, 25: 129-141.
473. Palepu, K. (1985). Diversification strategy, profit performance and the entropy measure. Strategic Management Journal, 6: 239-255.
474. Palich, L; Cardinal, L.; Miller, C. (2000). Curvilinearity in the diversification-performance linkage: An examination of over three decades of research. Strategic Management Journal, 21: 155-174
475. Panzar, J.; Willig, R. (1981). Economies of Scope. American Economic Review, 71: 268-272
476. Pedersen, T.; Thomsen, S. (1997). European patterns of corporate ownership. Journal of International Business Studies, 28: 759-778.
477. Penrose, E. (1959). The theory of the growth of the firm. New York: Wiley
478. Perry, L.; Barney, J.B. (1981). Performance lies are hazardous to organizational health. Organization Dynamics, 9: 68-80
479. Peteraf, M. (1993). The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal, 14: 179-191
480. Peters, T., Waterman, R. (1988). In Search of Excellence: Lessons from America's Best Run Companies. New York: Harper & Row
481. Pettigrew, A.M. (1990). Longitudinal Field Research on Change-Theory and Practice. Organization Science, 1: 267-291
482. Pettigrew, A.M. (1997). What is a processual analysis? Scandinavian Journal of Management, 13: 337-348
483. Pfeffer, J.; Salancik, G. R. (1978). The External Control of Organizations: A Resource Dependence Perspective. New York: Harper & Row
484. Philips (2003). Adapting business models to changing markets. Speech by Gerad Kleisterlee to MBA students at Tsinghua Business School (24.11.2003). Retrieved from www.newscenter.philips.com on 10.03.2004
485. Pinto, M.; Pinto, J.; Prescott, J. (1993). Antecedents and consequences of project team crossfunctional cooperation. Management Science, 39: 1281-1297
486. Pitts, R. (1976). Diversification strategies and organization policies of large diversified firms. Journal of Economics and Business, 28: 181-188
487. Pitts, R. (1980). Toward a contingency theory of multibusiness organization design. Academy of Management Review, 5: 203-210.
488. Popper. K. (1976). Die Logik der Forschung. Tübingen: Mohr.
489. Poppo, L. (2003). The Visible Hands of Hierarchy within the M-Form: An Empirical Test of Corporate Parenting of Internal Product Exchanges. Journal of Management Studies, 40: 403-430
490. Porter, M. (1980). How competitive forces shape strategy. McKinsey Quarterly, 2: 34-50
491. Porter, M. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. New York, London: Free Press.
492. Porter, M. (1987). From Competitive Advantage of Corporate Strategy. Harvard Business Review, 65: 43-59
493. Porter, M. (1991). Towards a dynamic theory of strategy. Strategic Management Journal, 12: 95-117
494. Porter, M. (1996). What is strategy. Harvard Business Review, 74: 61-78
495. Prahalad, C.; Bettis, R. (1986). The Dominant Logic: A New Linkage between Diversity and Performance. Strategic Management Journal, 7: 485-501
496. Prahalad, C.; Doz, Y. (1987). The multi-national mission: Balancing local demands and global visions. New York, NY: Free Press
497. Prahalad, C.; Doz, Y. (1998). Evaluating interdependencies across business units. In Strategic synergy, A. Campbell and K. Sommers Luchs. (Eds.). 2nd edition. London: International Thomson Business Press
498. Prahalad, C.; Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68: 79-91
499. Priem, R.; Rasheed, A.; Kotulic, A. (1995). Rationality in Strategic Decision-Processes, Environmental Dynamism and Firm Performance. Journal of Management 21: 913-929
500. Probst, G. (2000). Putting knowledge to work: Case writing as an organizational learning and knowledge management tool for the new economy. In G. Probst; Davenport T. (eds.). Knowledge management case book (pp. 248-261). New York, NY: Jon Wiley and Sons
501. Probst, G., Raub, S., & Romhardt, K. (2000), Managing Knowledge-Building Blocks for Success. West Sussex: John Wiley & Sons, Ltd.
502. Pugh, D. S.; Hickson, D. J.; Hinings, C. R.; Turner, C. (1968). Dimensions of Organization Structure. Administrative Science Quarterly, 17: 65-105.
503. Punch K.F. (1998). Introduction to Social Research: Quantitative and Qualitative Approaches. London: Sage Publications
504. Quinn, R. E.; Cameron, K. S. (1988). Paradox and transformation: toward a theory ofchange in organization and management. Cambridge, MA.: Ballinger Pub. Co.
505. Raisch, S.; Probst, G.; Gomez, P. (2007). Wege zum Wachstum-Wie sie nachhaltigen Unternehmenserfolg erzielen. Wiesbaden: Gabler
506. Ramanujam, V.; Varadarajan, P. (1989). Research on corporate diversification: A synthesis. Strategic Management Journal, 10: 523-551
507. Ranft, A.; Lord, M. (2002). Acquiring new technologies and capabilities: A grounded model of acquisition implementation. Organization Science, 13: 420-441
508. Raynor, M. (2000a). Real organizations for real options: The limits of established corporate contingency theory and the sources of corporate value added in hybrid diversifiers. Upublished Dissertation, Harvard University
509. Raynor, M. (2000b). Real organizations for real options: The administrative implications of creating and exercising real options through corporate diversification. Paper, 4th Annual Conference on Real Options-Theory meets Practice
510. Read, W.H. (1962). Upward Communication in Industrial Hierarchies. Human Relations, 15: 3-15
511. Reed, R.; Luffman, G. (1986). Diversification: The Growing Confusion. Strategic Management Journal, 7: 29-35
512. Rivkin J. (2000). Imitation of Complex Strategies. Management Science, 46: 824-844.
513. Rivkin, J.; Siggelkow, N. (2006). Organizing to Strategize in the Face of Interactions: Preventing Premature Lock-in. Long Range Planning, 39: 591-614
514. Roberts, J. (2004). The modern firm. Oxford, UK: Oxford University Press
515. Robertson, T. S.; Gatignon, H. (1986). Competitive Effects on Technology Diffusion. Journal of Marketing, 50: 1-12.
516. Robins, J.; Wiersema, M. (1995). A resource-based approach to the multibusiness firm: Empirical analysis of portfolio interrelationships and corporate financial performance. Strategic Management Journal, 16: 277-299.
517. Roquebert, J.; Phillips R.; Westfall, P. (1996). Market vs. management: What 'drives' profitability. Strategic Management Journal, 17: 653-664.
518. Rosenkopf, L.; Nerkar, A. (2001). Beyond local search: boundary-spanning, exploration, and impact in the optical disk industry. Strategic Management Journal, 22: 287-306.
519. Ross, S. (1976). The arbitrage theory of capital asset pricing. Journal of Economic Theory, 20: 343-362
520. Ross, S.; Westerfield, R.; Jaffee, J. (2004). Corporate Finance. 7 Rev ed. New York, NY: McGraw-Hill
521. Ruff, F. (2006). Corporate foresight: Integrating the future business environment into innovation and strategy. International Journal of Technology Management, 34: 278-295
522. Rumelt, R. (1974). Strategy, structure, and economic performance. Boston, Mass : Harvard Business School Press
523. Rumelt, R. (1982). Diversification strategy and profitability. Strategic Management Journal, 3: 359-369
524. Rumelt, R. (1991). How much does industry matter? Strategic Management Journal, 12: 167-185.
525. Rumelt, R.; Schendel, D.; Teece, D. (1994). Fundamental Issues in Strategy: A Research Agenda. Harvard Business School Press: Boston.
526. Sales, A.; Mirvis, P. (1984). Acquisition and the collision of cultures. New York, NY: DowJones
527. Saloner, G. (1987). Predation, mergers, and incomplete information. Rand Journal of Economics, 18: 165-186
528. Salter, M (1973). Tailor incentive compensation to strategy. Harvard Business Review, 51: 94-102
529. Samuelson (1947). Foundations of economic analysis. Harvard Economic Studies, Volume 80. Cambridge, MA.: Harvard University Press
530. Samuelson (1974). Complementarity. Journal of Economic Literature, 12: 1255-1289
531. Sanchez, R.; Mahoney, J. (1996). Modularity, Flexibility, and Knowledge Management in Product and Organization Design. Strategic Management Journal, 17: 63-76
532. Santos, F.; Eisenhardt, K. (2005). Organizational Boundaries and Theories of Organization. Organization Science, 16: 491-511
533. Scandura, T.; Williams, E. (2000). Research methodology in management: Current practices, trends, and implicaions for future research. Academy of Management Journal, 43: 1248-1264
534. Schein, E. H. (1983). Organisational culture and leadership. Oxford, UK: Jossey-Bass Publishers
535. Schmid, T. (2005). Strategie als Kunst des Möglichen. Wiesbaden: Gabler
536. Schmidt, S. (2006). Mercedes fährt vorne mit. Wirtschaftswoche, 32: 15
537. Schumpeter, J. A. (1934). The theory of economic development. (7th ed.). Cambridge, Massachusetts: Harvard University Press
538. Schumpeter, J. A. (1942). Capitalism, socialism, and democracy. New York: Harper.
539. Scott, D.F. (1977). Bankruptcy, secured debt, and optimal capital structure. Journal of Finance 32: 1-19.
540. Seale C. (1999). The Quality of Qualitative Research. Sage Publications: London.
541. Servaes, H. (1996). The value of diversification during the conglomerate merger wave. Journal of Finance, 51: 1201-1255
542. Siggelkow, N. (2001). Change in the presence of fit: The rise, the fall, and the renaissance of Liz Claiborne. Academy of Management Journal, 44: 838-857
543. Siggelkow, N. (2007): Persuasion with case studies. Academy of Management Journal, 50: 20-24
544. Simmonds, P. (1990). The combined diversification breadth and mode dimensions and the performance of large diversified firms. Strategic Management Journal, 11: 399-411
545. Simon, H.(1947). Administrative behavior: A study of decision-making processes in administrative organization. New York : Macmillan
546. Simons, H. (1980). Towards a science of the singular. Norwich: University of East Anglia
547. Simons, R. (1994). How new top managers use control systems as levers of strategic renewal. Strategic Management Journal, 15: 169-189
548. Sirower M. (1997a). The Synergy Limitation Paradox. Columbia University Working Papers
549. Sirower, M. (1997b). The synergy trap: How companies lose the acquisition game. New York, NY: Free Press
550. Skivington, J.; Daft, R. L. (1991). A study of organizational framework and process modalities for the implementation of business-level strategic decisions. Journal of Management Studies, 28: 45-68.
551. Smircich, L. (1983). Concept of Culture and Organizational Analysis. Administrative Science Quarterly, 28: 339-358.
552. Smith, F.; Wilson, R. (1995). The predictive validity of the Karnani and Wernerfelt model of multipoint competition. Strategic Management Journal, 16: 143-160.
553. Song, M.; Droge, C.; Hanvanich, S.; Calantone, R. (2005). Marketing and technology resource complementarity: An analysis of their interaction effect in two environmental contexts. Strategic Management Journal, 26: 259-276.
554. Sosbe, T. (2004). The power of GE Education. Chief Leraning Officer, Online Edition. Retrieved from http://www.clomedia.com/content/templates/clo- article.asp?articleid=403&zone id=4 on 20.01.2007
555. Spender, J. C.; Kessler, E. H. (1995). Managing the uncertainties of innovation: Extending Thompson (1967). Human Relations, 48: 35-56
556. St. John C.H., Harrison J.S. (1999). Manufacturing-based relatedness, synergy, and coordination. Strategic Management Journal, 20: 129-145.
557. Stake R.E. (1994). Case Studies. In: Denzin N.K., Lincoln Y.S. (1994). Handbook of Qualitative Research. Thousand Oaks: Sage.
558. Stake, R. E. (1995). The art of case study research. Thousand Oaks, Calif.: Sage.
559. Stapelton, R. (1982). Mergers, debt capacity, and the evaluation of corporate loans. In M. Keenan; L.J. White, eds., Mergers and Acquisistions (chapter 2). Lexington, MA: D.C. Heath
560. Staw, B.M. (1981). The escalation of commitment to course of action. Academy of Management Review, 6: 577-587
561. Stewart (2006). Growth as a process. An interview with Jeffrey R. Immelt. Harvard Business Review, 84: 1-10
562. Stieglitz, N.; Heine, K. (2007). Innovations and the role of complementarities in a strategic theory of the firm. Strategic Management Journal, 28: 1-15.
563. Strauss, A. (1987). Qualitative Analysis for Social Scientists. Cambridge, MA: Cambridge University Press.
564. Strauss, A.; Corbin, J. (1990). Basics of Qualitative Research Techniques and Procedures for Developing Grounded Theory. NY: Sage Publications.
565. Strauss, A.; Corbin, J. (1996): Grounded Theory: Grundlagen Qualitativer Sozialforschung. Weinheim: Beltz.
566. Suddaby, R. (2006). From the editors: What grounded theory is not. Academy of Management Journal, 49: 633-342.
567. Sutcliffe, K.; Sitkin, S.; Browning, L. (2000). Tailoring Process Management to Situational Requirements. In R. Cole; W. R. Scott (Eds.), The Quality Movement and Organization Theory (pp. 315-330). London: SAGE Publications
568. Sutton, R.T.; Straw, B.M. (1995). What theory is not. Administrative Studies Quarterly, 40: 371-384.
569. Szulanski, G. (1993): Intra-firm transfer of best practice, appropriative capabilities, and organizational barriers to appropriation. Academy of Management Proceedings: 47-53.
570. Szulanski, G. (1996). Exploring internal stickiness: Impediments to the transfer of best practices within the firm. Strategic Management Journal, 17: 27-43.
571. Szulanski, G.; Winter, S. (2002). Getting It Right the Second Time. Harvard Business Review, 80: 62-69
572. Tannenbaum, A. (1962). Control in Organizations Individual Adjustment and Organizational Performance. Administrative Science Quarterly, 7: 236-257
573. Tanriverdi, H. (2005). Information technology relatedness, knowledge management capability, and performance of multibusiness firms. MIS Quarterly, 29:311-334
574. Tanriverdi, H.; Venkatraman, N. (2005). Knowledge relatedness and the performance of the multibusiness firm. Strategic Management Journal, 26: 97-119
575. Teece, D. (1980). Economies of scope and the scope of the enterprise. Journal of Economic Behavior and Organization, 1: 293-312
576. Teece, D. (1982)., Towards an economic theory of the multiproduct firm. Journal of Economic Behavior and Organization 3: 39-63.
577. Teece, D. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15: 285-305
578. Teece, D. (1988). Capturing Value from Technological Innovation: Integration, Strategic Partnering, and Licensing Decisions. Interfaces, 18: 46-61
579. Teece, D. (2002). Strategies for managing knowledge assets: the Role of Firm Structure and Industrial Context. Long Range Planning, 33: 35-54
580. Teece, D.; Pisano, G; Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18: 509-533
581. Thompson, J. (1967). Organizations in action: social science bases of administrative theory. New York, N.Y: McGraw-Hill
582. Tichy, N.; Charan, R. (1989). Speed, simplicity and self confidence: an interview with Jack Welch. Harvard Business Review, 67: 112-120
583. Tirole, J. (1988). The multicontract organization. Canadian Journal of Economics, 21: 459-467.
584. Tsai, W. (2000). Social capital, strategic relatedness and the formation of intraorganizational linkages. Strategic Management Journal, 21: 925-939
585. Tsai, W. (2002). Social structure of "coopetition" within a multiunit organization: Coordination, competition, and intraorganizational knowledge sharing. Organization Science, 13: 179-190.
586. Tushman, M.; O'Reilly, C. (1997). Winning through innovation: A practical guide to leading organizational change and renewal. Boston, MA: Harvard University Press.
587. Tushman, M.; Smith, W.; Wood, R.; Westerman, G.; O'Reilly, C. (2006). Organization designs and innovation streams. Working Paper, Harvard Business School
588. UBS (2006a). Marketpower through a well defined brand management. Non-public presentation.
589. UBS (2006b). UBS Product day Zurich-Branding at UBS. Public presentation at UBS investor day.
590. Uzzi, B. (1996). The sources and consequences of embeddedness for the economic performance of organizations: The network effect. American Sociological Review, 61: 674-698
591. Van de Ven, A. (1992). Suggestions for studying strategy process: A research note. Strategic Managmenet Journal, 13: 169-188
592. Van De Ven, A.; Delbecq, A. L.; Koenig, R. (1976). Determinants of Coordination Modes within Organizations. American Sociological Review, 41: 332-338.
593. van Maanen, J.; Schein, E.H. (1979). Toward a theory of organizational socialization. In B. M. Staw (ed.), Research in Organizational Behavior, Vol.1 (pp. 209-264). Greenwich, CT: JAI Press
594. Vancil, R. (1980). Decentralization: Managerial ambiguity by design. New York: Financial Executives Research Foundation
595. Varadarajan, P.; Ramunajam, V. (1987). Diversification and performance: A reexamination using a new two-dimensional conceptualization of diversity in firms. Academy of Management Journal, 30: 380-393
596. Vermeulen, F.; Barkema, H. (2001). Learning through acquisitions. Academy of Management Journal, 44: 457-476
597. Villalonga, B. (2004). Does diversification cause the diversification discount? Financial Management, 33: 5-27
598. Von Hippel (1988). The source of innovation. Retrieved from http://web.mit.edu/evhippel/ www/books.htm on 14.12.2006
599. Wall, J.; Callister, R. (1995). Conflict and its management. Journal of Management, 21: 515-558.
600. Walsh, J. (1995). Managerial and organizational cognition: notes from a trip down memory lane. Organization Science, 6: 280-321
601. Walter, G.A. (1985). Culture collisions in mergers and acquisitions. In Frost, J.P., Moore, L.F., Louis, M.R., Lunberg, C.C., Martin, J. (Eds), Organizational Culture (pp. 301-314). Beverly Hills, CA: Sage Publications
602. Weber, M. (1921). Grundriss der Sozialökonomik. III Abteilung: Wirtschaft und Gesellschaft, Tübingen: JCB Mohr.
603. Weber, M. (1947). The Theory of Social and Economic Organization. New York: Free Press.
604. Wedel, M.; Kamakura, W. (1999). Market Segmentation: Conceptual and Methodological Foundations. Dordrecht: Kluwer Academic Publishers.
605. Weick, K. (1995a). Sensemaking in Organizations. London: Sage
606. Weick, K. (1995b). What theory is not, theorizing is. Administrative Science Quarterly, 40: 385-391
607. Weick, K. (2007). The generative properties of richness. Academy of Management Journal, 50: 14-19
608. Welch, J. (2005a). Winning. London: HarperCollins Publishers
609. Welch, J. (2005b). The vitality curve. Leadership Online (09/2005). Retrieved from http://www. eep2.com/images/chalk/0905/020905.htm
610. Wernerfelt, B. (1984). A Resource-Based View of the Firm. Strategic Management Journal, 5: 171-180
611. Wernerfelt, B.; Montgomery, C. (1988). Tobin's q and the Importance of Focus in Firm Performance. American Economic Review, 78: 246-250.
612. Wheelwright, S. C.; Clark, K. B. (1992). Revolutionizing product development : Quantum leaps in speed, efficiency, and quality. New York, NY: Free Press.
613. Whittington, R. (2002): The role of the corporate center. In: A. Pettigrew, H. Thomas, and R. Whittington (eds.): Handbook of Strategy and Management (pp. 98-113). London: Sage Publications
614. Williamson, O. (1971). Managerial Discretion, Organization Form, and the Multi-division Hypothesis. In: Marris, R./Wood, A. (eds.): The Corporate Economy, Growth, Competition, and Innovative Potential (pp. 343-386). London: Macmillan
615. Williamson, O. (1996). Transaction cost economics. In O. Williamson (Ed.): The mechanisms of governance (pp. 269-296). New York, NY: Free Press
616. Williamson, O. E. (1970). Corporate Control and Business Behavior. Englewood Cliffs: Prentice Hall.
617. Williamson, O. E. (1975). Markets and Hierarchies: Analysis and Antitrust Implications. New York: Free Press.
618. Williamson, O. E. (1981). The economics of organizations: The transaction cost approach. American Journal of Sociology, 87: 548-577.
619. Williamson, O. E. (1985). The economic institutions of capitalism. New York: Free Press
620. Williamson, O. E. 1991. Comparative economic organization: The analysis of discrete structural alternatives. Administrative Science Quarterly, 36: 269-296.
621. Witzel, A. (2000a). Verfahren der qualitativen Sozialforschung. Überblick und Alternativen. 2. Auflage. Frankfurt: Campus
622. Witzel, A. (2000b). The problem-centred interview. Forum: Qualitative Social Research (Online Journal). Retrieved from http:\\qualitative-research. net/fqs on 01.05.2005
623. Wooldridge, B.; Floyd, S. W. (1989). Research Notes and Communications: Strategic Process Effects on Consensus. Strategic Management Journal, 10: 295-302.
624. Wrigley, L. (1970). Divisional autonomy and diversification. Boston, Mass.: Harvard Business School Press
625. Yin R. (1981a). The case study as a serious research strategy. Knowledge: Creation, Diffusion, utilization, 3: 97-114
626. Yin R. (1981b). The case study crisis: Some answers. Administrative Science Quarterly, 26: 58-65
627. Yin R. (1994). Case study research: design and methods. Newbury Park: Sage.
628. Young, D. (2000). Corporate Headquarters-an international analysis of their roles and staffing. London: Prentice Hall.
629. Zahra, S. A.; Nielsen, A. P.; Bogner, W. C. (1999). Corporate entrepreneurship, knowledge and competence development. Entrepreneurship Theory and Practice, 23: 169-189.
630. Zand, D. (1974). Collateral organisations: a new change strategy. Journal of Applied Behavioural Science, 10: 63-89
631. Zander, U.; Kogut, B. (1995). Knowledge and the Speed of the Transfer and Imitation of Organizatinal Capabilities: An Emperical Test. Organization Science, 6: 76-92
632. Zook (2004). Beyond the core. Cambridge: Harvard Business School Press
633. Zook, C.; Allen, J. (2001). Profit from the core. Cambridge: Harvard Business School Press