Corporate Divestiture Management: Organizational Techniques by Jan-Hendrik Sewing

By Jan-Hendrik Sewing

Company divestitures could be a strategic software for price production whilst approached proactively. regardless of their excessive managerial relevance, besides the fact that, divestiture judgements are usually made on a comparatively unstructured and irrational foundation, missing exercises administration. the full box is especially opaque and has been under-researched prior to now - in particular the behavioral obstacles that play an enormous function as a managerial barrier to well timed exits. Jan-Hendrik stitching makes an important contribution to establishing the black field of present divestiture decision-making. He makes use of specific case experiences, together with a number of interviews with company executives and specialists from administration consulting, deepest fairness, and funding banking. the writer develops a conceptual framework to spot treatments to behavioral pathologies and their origins. The learn highlights a number of ideas for pursuing divestitures proactively and formulates best-practice strategies.

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Extra info for Corporate Divestiture Management: Organizational Techniques for Proactive Divestiture Decision-Making

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Hearth/Zaima 1984; Hite/Owers 1983). As for performance consequences for the divested unit, WOO ET AL. (1992) suggested that the performance of spin-off units would improve after divestiture due to reduced agency costs and higher flexibility. They also predicted that the positive effect on performance would be greater for related divestitures compared to unrelated units due to the higher bureaucratic costs related units incur when operating within their parent company. However, empirical results based on an assessment using a combination of accounting and marketing measures did not support their contention.

22). The characteristics of the organizational structure can influence the readiness and propensity to undertake divestment. Units that are already organizationally separated (such as divisions, or profit centers with differentiated product, market or regional areas) are easier to divest as the tasks of separation would largely be limited to the shared central functions. This would be more laborious in the case of functional or matrix organizations characterized by multiple internal interdependencies (cf.

When contemplated as a negative investment, divestitures cancel the financial and business impact of investments (cf. 8). 11-18). As this study neither aims to develop a general, binding definition of the term nor discuss all related concepts from previous literature, the focus here is on presenting a definition that sharpens the scope of analysis. , “residual divestiture” (cf. 16). Although “cash-out” or “harvesting” strategies eventually have a divestiture effect, they do not focus on the disposal but on the optimization of future related cash-flows (cf.

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