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Chapter 6;How to create value for the corporation as a whole;1. What businesses should the corporation be in?;Levels and Types of Diversification;Motives, Incentives, and Resources
for Diversification;Incentives and Resources with Neutral Effects of Strategic Competitiveness;Managerial Motives Causing Value Reduction;Summary Model of the
Relationship Between Firm
Performance and Diversification;Adding Value by Diversification;Alternative Diversification Strategies;Key Characteristics:;Example: Shared order processing system may allow new features customers value or make more advanced remote sensing technology available;Assumptions:;Alternative Diversification Strategies;Key Characteristics:;Assumptions:;Alternative Diversification Strategies;Key Characteristics:;Assumptions:;Alternative Diversification Strategies;Key Characteristics:;Assumptions:;Internal Incentives:;Value-creating Strategies of Diversification
Operational and Corporate Relatedness;Performance;Incentives to Diversify;Summary Model of the Relationship Between Firm Performance and Diversification
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