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The New Challenge: Managing Diversity

  • Gareth P. Dyas
  • Heinz T. Thanheiser

Abstract

The emergence of the divisional form of the diversified corporation has marked European industry during the 1960s. There is reason to believe that more large firms will make the transition to this third stage of corporate development in the coming decade. As long as the impetus continues to be given by technological innovation and competition, and as long as there are market-sensitive, profit-oriented managements to provide the catalyst, the divisional diversified corporation will increase in importance. These are the conclusions we draw from the studies of industrial enterprise in the United States and Europe.

Keywords

Cash Flow Reward System Structural Context Sales Force European Perspective 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Notes

  1. 3.
    For a relatively straightforward though powerful approach, see, for instance, K. A. Andrews. The Concept of Corporate Strategy ( Homewood, Ill.: Dow Jones-Irwin, 1971 ).Google Scholar
  2. 7.
    Alfred P. Sloan, Jr, My Years with General Motors Macfadden Paperback, 1965) p. 53 (italics added).Google Scholar
  3. 10.
    Joseph L. Bower; Managing the Resource Allocation Process (Boston: Division of Research, Harvard Business School, 1970 ).Google Scholar

Copyright information

© Gareth P. Dyas and Heinz T. Thanheiser 1976

Authors and Affiliations

  • Gareth P. Dyas
    • 1
  • Heinz T. Thanheiser
    • 1
  1. 1.The European Institute of Business AdministrationINSEADUK

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