By Jan-Hendrik Sewing
Company divestitures could be a strategic device for price construction whilst approached proactively. regardless of their excessive managerial relevance, besides the fact that, divestiture judgements are frequently made on a comparatively unstructured and irrational foundation, missing exercises administration. the whole box is particularly opaque and has been under-researched in the past - particularly the behavioral boundaries that play a major position as a managerial barrier to well timed exits. Jan-Hendrik stitching makes an important contribution to establishing the black field of present divestiture decision-making. He makes use of precise case stories, together with quite a few interviews with company executives and specialists from administration consulting, inner most fairness, and funding banking. the writer develops a conceptual framework to spot treatments to behavioral pathologies and their origins. The learn highlights a number of thoughts for pursuing divestitures proactively and formulates best-practice options.
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Additional resources for Corporate Divestiture Management: Organizational Techniques for Proactive Divestiture Decision-Making
708). 1 Economic and structural barriers One important economic barrier refers to the characteristics of a business unit’s resources, including its technology, fixed capital, and labor force. “The more durable the assets are, the more specific they are to the particular industry, the particular company or the particular location, the less likely it will pay off to sell or shut down an unprofitable business, and the larger the immediate loss the firm will face if it does shut down the business” (cf.
76). NEES (1981) suggested that initiation of the divestiture process depends on corporate management alone, though early involvement of divisional managers during the process appeared to be important for a successful outcome (Nees 1981). 208). In a matrix-like framework consisting of levels of management (operational, middle, top) by levels of strategy-making (business, corporate), he conceptualized the longitudinal intra-firm patterns of managerial activities through which resources and competencies were internally redirected towards more promising business opportunities.
Following on this introduction, Chapter 2 lays the foundations for understanding the divestiture phenomenon discussed. Chapter 3 presents prescriptive design rules for divestiture decisions based on existing research. As corporate practice is assumed to differ from the pure “prescriptive ideal”, two major theoretical lenses are presented in Chapter 4 that should help explain the empirical findings. The principles presented in Chapters 2 - 4 are then consolidated into a preliminary conceptual framework in Chapter 5 to further guide the empirical investigation.