Creating Corporate Advantage  

Oleh:

Collis, David J. ; Montgomery, Cynthia A.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 76 no. 3 (1998), page 70-83.
Topik: CORPORATE; competition; competitive advantage; corporate strategy; performance measurement; portfolio management

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.13 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

This article presents a comprehensive framework for value creation in the multibusiness company. It addresses the most fundamental questions of corporate strategy : What businesses should a company be in ? How should it coordinate activities across businesses ? What role should the corporate office play ? How should the corporation measure and control performance ? Through detailed case studies of Tyco International, Sharp, the Newell Company, and Saatchi and Saatchi, co - authors David Collis (Yale School of Management) and Cynthia Montgomery (Harvard Business School) demonstrate that the answers to all those questions are driven largely by the nature of a company's special resources - its assets, skills, and capabilities. These range along a continuum from the highly specialized at one end to the very general at the other. A corporation's location on the continuum constrains the set of businesses it should compete in and limits its choices about the design of its organization. Applying the framework, the authors point out the common mistakes that result from misaligned corporate strategies. The company examples demonstrate that one size does not fit all. One can find great corporate strategies all along the continuum.

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