Power dependence, diversification strategy, and performance in keiretsu member firms
Research output: Journal Publications and Reviews › RGC 21 - Publication in refereed journal › peer-review
Author(s)
Detail(s)
| Original language | English |
|---|---|
| Pages (from-to) | 613-636 |
| Journal / Publication | Strategic Management Journal |
| Volume | 25 |
| Issue number | 7 |
| Publication status | Published - Jul 2004 |
| Externally published | Yes |
Link(s)
Abstract
Conceptualizing the keiretsu as a power-dependence system, we propose that benefits accruing from keiretsu affiliation differ across member firms, depending on their power in (or dependence on) the keiretsu. By integrating power with governance and internal market perspectives on group affiliation, we develop and find general support for the hypotheses that powerful keiretsu member firms are able to place more emphasis on growth in pursuing product and international diversification, whereas less powerful keiretsu member firms are subject to strong monitoring and emphasize profitability. These findings provide support to the study's proposition that powerdependence relationships in a keiretsu influence member firms' appropriation of group affiliation benefits in pursuing diversification strategies. Copyright © 2004 John Wiley & Sons, Ltd.
Research Area(s)
- Business groups, Corporate governance, International diversification strategy, Keiretsu, Power dependence, Product diversification strategy
Citation Format(s)
Power dependence, diversification strategy, and performance in keiretsu member firms. / Kim, Hicheon; Hoskisson, Robert E.; Wan, William P.
In: Strategic Management Journal, Vol. 25, No. 7, 07.2004, p. 613-636.
In: Strategic Management Journal, Vol. 25, No. 7, 07.2004, p. 613-636.
Research output: Journal Publications and Reviews › RGC 21 - Publication in refereed journal › peer-review
