The challenges faced by diversified corporations – firms that operate in more than one industry or market – have changed over the years. There is now a wide range of strategies, including corporate level strategy, to add competitive advantage to these corporations as a whole.

Why are some companies highly specialized, while others embrac a wide range of products, markets and activities?

What is the link between scope and performance?

What can we say about the management of multi-business firms in terms of structure, management systems and leadership?

Table of Contents :

Chapter 1 What is corporate level strategy?
Chapter 2 Why do multibusiness firms exits? : theoretical approaches to corporate level strategy
Chapter 3 Defining the business
Chapter 4 Diversification strategies : creating corporate value
Chapter 5 The issue of relatedness: creating synergies
Chapter 6 Diversification and performance: limit to the scope of the firm
Chapter 7 The role of the parent: managing the multibusiness firm
Chapter 8 Organising and structuring the multibusiness firm
Chapter 9 Vertical integration: cordinating the value chain
Chapter 10 The growth of the firm: internal development, mergers and acquisitions, and strategic alliances
Chapter 11 Restructuring strategies: reduction the scope of the firm
Chapter 12 Multipoint competition: managing market power
Chapter 13 International diversification: global integration and local responsiveness
Chapter 14 Corporate governance: controlling top managers and meeting corporate social responsibilities