1,721,126 research outputs found
Managing internal development
No full textInternal development is about autonomously developing and launching a new business within the portfolio to create higher value for the company, lead the market by developing or capturing innovations, and maintain competitive advantage. This chapter describes different approaches through which firms identify, develop, and invest in new businesses. This chapter introduces three main vehicles through which firms implement such goals: corporate incubators, accelerators, and venture capital. The topic of OI will be also explained, considering its implications and opportunities
Corporate strategy and value creation
No full textCorporate strategy is about value creation in multi-business companies. The chapter describes corporate-level strategy, how it is related to business-level strategy, and why it is important for firm management. The concept of value creation is discussed by introducing the quest to generate value for stakeholders and the measurement of integrated performance
The corporate strategy hourglass
No full textFirms that intend to define a CS need to design and implement a framework of different elements that must be internally consistent and fit with the external environment. Using the hourglass model, the chapter describes the elements that build a corporate-level strategy and how they relate to each other. The concept of CS is broken down into different elements that are then described and analyzed throughout the first part of the book
Corporate orientation toward the capital market
No full textThe chapter presents and discusses the key determinants, elements, and mechanisms of corporate orientation toward capital markets. In particular, the chapter analyses the relationship between proclaims, policies, and performances and provides evidence of interrelations between multiple dimensions of CS, such as managerial communication, financial policies, economic performance, and ownership structure
Core business and corporate scope
No full textAn essential step in the analysis of a firm’s CS is assessing its business portfolio, understanding how different firms distinguish and assemble their different activities, and which activities are considered core. Afterward, it is crucial to recognize why firms may seek to grow their portfolios, the dimensions in which growth can be pursued, and the path followed over time
Business portfolio: horizontal scope
No full textThe chapter discusses horizontal diversification, a strategic decision to grow a business by offering a new range of products or services, targeting different customer segments, and using novel distribution channels. After presenting the different levels of horizontal diversification, the chapter introduces a list of portfolio maps that describe financial and operational logics to support decision-making about the most appropriate
horizontal diversification investments for companies
Le condizioni per lo sviluppo del fattore imprenditoriale in SIP
No full textIl volume presenta i risultati di una ricerca volta a comprendere le condizioni di contesto (aziendale e ambientale) lo sviluppo di atteggiamenti e comportamenti di tipo imprenditoriale in SIP. Gli obiettivi della ricerca sono stati perseguiti analizzando alcune iniziative di sviluppo di nuovi business attuate in SIP nell'ultimo decennio. Sono inoltre stati esaminati casi di imprenditorialità interna in altre imprese, italiane ed estere
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