Abstract
How are large diversified firms like IBM, AT&T, and NEC coping with competition from more narrowly concentrated companies like Intel, Microsoft, Compaq, MCI, and Ericsson? The answer is by increasing the segmentation of their activities in smaller, more autonomous, business units in the hope that this will produce better focus, flexibility, speed of response, and efficiency. But increased segmentation contradicts one of their major potential advantages – their ability to reap benefits from the interdependence – or synergies – of their activities. How are they coping with this contradiction? Will they succeed?
Original language | English |
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Pages (from-to) | 1-20 |
Number of pages | 20 |
Journal | Business Strategy Review |
Volume | 5 |
Issue number | 3 |
DOIs | |
Publication status | Published - Sept 1994 |