Show Summary Details

Page of

PRINTED FROM OXFORD HANDBOOKS ONLINE ( © Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a title in Oxford Handbooks Online for personal use (for details see Privacy Policy and Legal Notice).

date: 19 October 2020

Abstract and Keywords

Today, diversified companies are regarded by many commentators as being ‘up to no good’, but for just the opposite reason; they are now charged with being un-competitive. The problem is not that they are over-mighty competitors, but that they add no value to their businesses. How has thinking about the rationale for diversified companies evolved during this period of time? Why has fear of the power of diversified companies been replaced with scepticism about their results? What have we learned, both about diversification strategies that work and those that do not work? There have been relatively few influential ideas about what constitutes a successful strategy for a diversified company. This article explores the development of these ideas, and examines current thinking about corporate-level strategy.

Keywords: diversified companies, diversification strategies, corporate-level strategy, management thinking, successful strategy, management ideas

Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.

Please subscribe or login to access full text content.

If you have purchased a print title that contains an access token, please see the token for information about how to register your code.

For questions on access or troubleshooting, please check our FAQs, and if you can''t find the answer there, please contact us.