Common to all strategy/structure/performance studies is the proposition that structure follows strategy, and that performance is a consequence of the fit between strategy, structure, and environment. / This dissertation focuses on the following research question: How do firms effectively reorganize for related v. unrelated diversification? / Two operational research questions are employed: (1) Are there structural differences between related and unrelated diversifiers? (2) Are there structural differences between high and low performing diversifiers? / This dissertation examines strategy/structure/performance from the strategic management (hereinafter S.M.) perspective while incorporating measures of structure traditionally associated with organizational theory (hereinafter O.T.). These measures enhance existing strategic management research by encouraging more precise, fine-grained measures of structure. / To date, researchers have neglected to intertwine the richness of O.T. structural terminology with S.M. diversification research. Yet, diversification results in both differentiation and integration. This provides for an interesting union between O.T. and S.M. / This study focuses on three variables (Type of Diversification, Structural Changes, and Performance Changes); two relationships (Strategy/Structure and Structure/Performance); one moderating variable (Size); and one group of confounding variables (Initial Performance, Regional Demographics and Regional Economic Differences). / While an examination of the RBHCs (Regional Bell Holding Companies) has not been attempted in the S.M. literature, this fact alone would not provide sufficient justification for this dissertation. However, the variations in diversification strategies, organizational structures and RBHC performances provide for a unique and self-contained research population. / This exploratory research suggests that there are structural differences between related and unrelated diversifiers, and between high and low performing diversifiers. Specifically, the related RBHCs employed more bureaucratic and integrative structures, while the unrelated RBHCs employed more organic and differentiative structures. High RBHC performers emphasized only bureaucratic integration, while low RBHC performers emphasized uncertainty reduction, differentiation and organic integration. / Capitalizing on the commonalities and differences between S.M. and O.T., this dissertation contributes to the S.M. literature along three broad dimensions: theoretical, substantive, and managerial. / Source: Dissertation Abstracts International, Volume: 53-07, Section: A, page: 2457. / Thesis (Ph.D.)--The Florida State University, 1992.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_76688 |
| Contributors | Szabo-White, Marta Rose., Florida State University |
| Source Sets | Florida State University |
| Language | English |
| Detected Language | English |
| Type | Text |
| Format | 315 p. |
| Rights | On campus use only. |
| Relation | Dissertation Abstracts International |
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