Summary
Today, large, diversified corporations are considered candidates for a „break up“. There are, however, many ways for creating value in diversified companies. This article discusses first the evolution of large, diversified corporations and, secondly, presents a leadership model which stresses the tasks chief executive officers cannot delegate if they are aiming at adding value to the corporation. These leadership tasks are: the dominant logic, the corporate competencies, the corporate strategy, the strategic issues, the corporate culture and corporate identity, and the strategic architecture, including management selection.
The message of this article is that large, diversified corporations, in order to add value, must be able to achieve strategically important objectives. Well led diversified corporations have a long history of stretching objectives which have been implemented step by step.
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Hinterhuber, H.H. (1999). Die strategische Führung der diversifizierten Unternehmung. In: Berndt, R. (eds) Management Strategien 2000. Herausforderungen an das Management, vol 6. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-58425-1_4
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DOI: https://doi.org/10.1007/978-3-642-58425-1_4
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