Abstract
The emergence of the divisional form of the diversified corporation has marked European industry during the 1960s. There is reason to believe that more large firms will make the transition to this third stage of corporate development in the coming decade. As long as the impetus continues to be given by technological innovation and competition, and as long as there are market-sensitive, profit-oriented managements to provide the catalyst, the divisional diversified corporation will increase in importance. These are the conclusions we draw from the studies of industrial enterprise in the United States and Europe.
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Notes
For a relatively straightforward though powerful approach, see, for instance, K. A. Andrews. The Concept of Corporate Strategy ( Homewood, Ill.: Dow Jones-Irwin, 1971 ).
Alfred P. Sloan, Jr, My Years with General Motors Macfadden Paperback, 1965) p. 53 (italics added).
Joseph L. Bower; Managing the Resource Allocation Process (Boston: Division of Research, Harvard Business School, 1970 ).
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© 1976 Gareth P. Dyas and Heinz T. Thanheiser
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Dyas, G.P., Thanheiser, H.T. (1976). The New Challenge: Managing Diversity. In: The Emerging European Enterprise. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-02515-2_18
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DOI: https://doi.org/10.1007/978-1-349-02515-2_18
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-02517-6
Online ISBN: 978-1-349-02515-2
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