We use industry commodity flows information to measure vertical relations in completed mergers from 1962 to 1996. Almost one-third of the mergers display vertical relatedness. Vertical merger activity is more intensive in the 1980s and 1990s and less so in the 1960s and the 1970s. Vertical mergers generate positive wealth effects that are significantly larger than those for diversifying mergers; the wealth effects in vertical mergers are comparable to those in pure horizontal mergers.
{"title":"On the Patterns and Wealth Effects of Vertical Mergers","authors":"Joseph P. H. Fan, V. Goyal","doi":"10.2139/ssrn.296435","DOIUrl":"https://doi.org/10.2139/ssrn.296435","url":null,"abstract":"We use industry commodity flows information to measure vertical relations in completed mergers from 1962 to 1996. Almost one-third of the mergers display vertical relatedness. Vertical merger activity is more intensive in the 1980s and 1990s and less so in the 1960s and the 1970s. Vertical mergers generate positive wealth effects that are significantly larger than those for diversifying mergers; the wealth effects in vertical mergers are comparable to those in pure horizontal mergers.","PeriodicalId":230377,"journal":{"name":"ERN: Integration (Topic)","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129921255","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The linkages between supply chain related issues and product design issues have not received much attention in literature. This paper presents a framework for supply chain strategy that integrates product design related cost and inventory costs. Postponement concept is an important supply chain strategy employed by firms to reduce inventory costs and lead-times, and to improve customer service levels. The postponement strategy is in the focus of research in the last few years and its importance is traced to the increasing trends in globalisation and product customisation. Exploitation of product modularity is an important element in the success of the postponement strategy. This paper builds on the existing concept of parts commonality index and introduces a new measure called Modularity Index, which is more comprehensive in nature.
{"title":"Product Design from A Supply Chain Management Perspective","authors":"Balram Avittatur, Janat Shah, L. Murty","doi":"10.2139/ssrn.2161789","DOIUrl":"https://doi.org/10.2139/ssrn.2161789","url":null,"abstract":"The linkages between supply chain related issues and product design issues have not received much attention in literature. This paper presents a framework for supply chain strategy that integrates product design related cost and inventory costs. Postponement concept is an important supply chain strategy employed by firms to reduce inventory costs and lead-times, and to improve customer service levels. The postponement strategy is in the focus of research in the last few years and its importance is traced to the increasing trends in globalisation and product customisation. Exploitation of product modularity is an important element in the success of the postponement strategy. This paper builds on the existing concept of parts commonality index and introduces a new measure called Modularity Index, which is more comprehensive in nature.","PeriodicalId":230377,"journal":{"name":"ERN: Integration (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116218449","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-09-01DOI: 10.1207/s15327744joce0803_1
G. Truman
This paper presents a measurement instrument for diagnosing the level of data integrationat the organization and organization subunit levels. Incorporating consideration forspecific theoretical properties related to data integration into its design, the measurementinstrument relies on a discrepancy (or gap) measure to adequately account for theseproperties. Data from forty-eight organizations of the Group Insurance industry are usedto test the reliability and validity of the measurement instrument. The results suggest thatthe discrepancy measure, based on the difference between respondents' ideal (i.e.normative) and actual estimates of data integration, appears to be a valid indicator of dataintegration. However the efficacy of using a discrepancy measure, over the simpler useof its parts, must be considered in light of practical and theoretical considerations.
{"title":"A Discrepancy-Based Measurement Approach for Data Integration","authors":"G. Truman","doi":"10.1207/s15327744joce0803_1","DOIUrl":"https://doi.org/10.1207/s15327744joce0803_1","url":null,"abstract":"This paper presents a measurement instrument for diagnosing the level of data integrationat the organization and organization subunit levels. Incorporating consideration forspecific theoretical properties related to data integration into its design, the measurementinstrument relies on a discrepancy (or gap) measure to adequately account for theseproperties. Data from forty-eight organizations of the Group Insurance industry are usedto test the reliability and validity of the measurement instrument. The results suggest thatthe discrepancy measure, based on the difference between respondents' ideal (i.e.normative) and actual estimates of data integration, appears to be a valid indicator of dataintegration. However the efficacy of using a discrepancy measure, over the simpler useof its parts, must be considered in light of practical and theoretical considerations.","PeriodicalId":230377,"journal":{"name":"ERN: Integration (Topic)","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132926891","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This case is used in the course elective "Strategic Post-Merger Integration," and in Darden's Global EMBA strategy course. Well suited for MBA, Executive MBA, GEMBA, and executive education programs, this case describes the circumstances at Leica Camera, the famed German manufacturer of high-end cameras, and allows for an analysis of the firm's competitive position. Although the company decides to stop production of its R-system camera and lenses, a backlash from users surfaces. That leaves the case open to exploring the uncertainty over achievable sales volume for the R-series lenses as well as where the company fits in the market as new and less-expensive competitor products gain popularity. The case provides an overview of the competitive style of major camera and lens manufacturers and allows a discussion of core capabilities of these competitors. What products would secure Leica's future? Was there development potential for a new universal system? The case describes an issue that many organizations face today—how to decide whether components are strategically critical. Excerpt UVA-S-0225 Rev. May 16, 2014 LEICA CAMERA: A “BOUTIQUE” FIRM FACES A WORLD OF CHANGE Leica must be kept from becoming a boutique firm for the nostalgically minded. —Dr. Josef Spichtig, Leica chairman, 2005 annual report Leica Camera AG CEO and principal owner Andreas Kaufmann was melancholy while strolling the floor of photokina—the world's largest photography industry trade fair. The biannual event took place in Cologne, Germany, less than 100 miles from Leica's headquarters in the small town of Solms. Being so close to home made Kaufmann feel more like a host than an attendee, and after having had another tough year in 2008, he did not relish the spotlight. Kaufmann had fired the previous CEO, Steven K. Lee (an American), a few months earlier after Lee's efforts to turn around the struggling company had rubbed longtime German employees the wrong way. . . .
{"title":"Leica Camera: A \"Boutique\" Firm Faces a World of Change","authors":"S. Venkataraman, Gerry Yemen, Bill Chapman","doi":"10.2139/ssrn.2975229","DOIUrl":"https://doi.org/10.2139/ssrn.2975229","url":null,"abstract":"This case is used in the course elective \"Strategic Post-Merger Integration,\" and in Darden's Global EMBA strategy course. Well suited for MBA, Executive MBA, GEMBA, and executive education programs, this case describes the circumstances at Leica Camera, the famed German manufacturer of high-end cameras, and allows for an analysis of the firm's competitive position. Although the company decides to stop production of its R-system camera and lenses, a backlash from users surfaces. That leaves the case open to exploring the uncertainty over achievable sales volume for the R-series lenses as well as where the company fits in the market as new and less-expensive competitor products gain popularity. The case provides an overview of the competitive style of major camera and lens manufacturers and allows a discussion of core capabilities of these competitors. What products would secure Leica's future? Was there development potential for a new universal system? The case describes an issue that many organizations face today—how to decide whether components are strategically critical. Excerpt UVA-S-0225 Rev. May 16, 2014 LEICA CAMERA: A “BOUTIQUE” FIRM FACES A WORLD OF CHANGE Leica must be kept from becoming a boutique firm for the nostalgically minded. —Dr. Josef Spichtig, Leica chairman, 2005 annual report Leica Camera AG CEO and principal owner Andreas Kaufmann was melancholy while strolling the floor of photokina—the world's largest photography industry trade fair. The biannual event took place in Cologne, Germany, less than 100 miles from Leica's headquarters in the small town of Solms. Being so close to home made Kaufmann feel more like a host than an attendee, and after having had another tough year in 2008, he did not relish the spotlight. Kaufmann had fired the previous CEO, Steven K. Lee (an American), a few months earlier after Lee's efforts to turn around the struggling company had rubbed longtime German employees the wrong way. . . .","PeriodicalId":230377,"journal":{"name":"ERN: Integration (Topic)","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134147468","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：