Corporate group

About: Corporate group is a research topic. Over the lifetime, 1747 publications have been published within this topic receiving 46868 citations.

Strategy formulation and implementation at AAR group of companies

Abstract: For a firm to survive and prosper, a strategy is important. Strategy helps a firm create a fit between the organization and its environment in an effort to enable the organization adapt to its turbulent environment. How the strategy is planned, formulated and implemented is therefore important. Strategy is the direction and scope of the organization over the long term, which enables it to achieve advantage through configuration of its resources within the changing environment, to meet the needs of markets and fulfill the expectations of the stakeholders. An organization’s strategy deals with the game plan for moving the company into an attractive business position and building a sustainable competitive advantage. A company’s actual strategy usually turns out to be more or less than the planned strategy as new strategy features are added and others are deleted in response to newly emerging environmental conditions. This study was about the strategy formulation and implementation process at AAR group of companies. The group was started in the year 1984 and operated in a relatively stable environment for 15 years up to year 1999 when adverse environmental challenges started emerging. By year 2003, the environmental factors had become severe and the group realized that it had to review its strategy if it was to survive. The objective of the study was to document the process that AAR group undertook in formulating and implementing the strategy. The study further sought to interrogate any challenges encountered in that process. The study was conducted as a case study by carrying out in-depth interviews with the Chief Executive Officer, The Managing director, five (5) Senior Managers, five (5) middle level managers and ten (10) employees at lower support level. The findings confirmed that the group formulated strategy and has continued to implement those strategies. This study established that key to strategy formulation at AAR Group was a clear identification and formulation of the organizations Vision, Mission, Core Values and

The economic analysis of the Japanese firm

Abstract: Preface. Introduction. I: Aspects of the Japanese Firm (M. Aoki). Part One: The Internal Organization and Industrial Relations. II: Skill Formations Systems in the U.S. and Japan: A Comparative Study (K. Koike). III: Labor Mobility and Job Tenure (T. Tachibanaki). IV: The Effect of Trade Unions on Productivity in Japanese Manufacturing Industries (K. Muramatsu). Comments on II, III and IV: De-Mystifying the Japanese Labor Markets (R. Freeman). Part Two: Personal Saving and Corporate Finance. V: The Bonus Payment and Japanese Personal Savings (T. Ishikawa and K. Ueda). VI: Shareholders' Non-Unanimity on Investment Financing: Banks vs. Individual Investors (M. Aoki). Part Three: External Relations. VII: The Economic Role of Financial Corporate Grouping (I. Nakatani). Mathematical Appendix: Risk Sharing in the Corporate Group (M. Aoki). VIII: The Government in a Spiral Dilemma: Dynamic Policy Interventions vis-a-vis Auto Firms. C.1900-C.1960 (T. Yakushiji). Comments on V, VI and VII. The Ownership and Financing of Corporations (M. King). Comments on VII and VIII. Counterpoint on Business Groupings and Government-Industry Relations in Automobiles (E. Hadley). Part Four : Managerial Efficiency and the Motivation System. IX: The Japanese Management System: An X-Efficiency-Game Theory Analysis (H. Leibenstein). X: Reshuffling Firms for Technology? An Aggregate Time Series Analysis of B. Klein's ``Dynamic Efficiency'' (T. Yakushiji). XI: Corporate Loyalty and Bonus Payments: An Analysis of Work Incentives in Japan (M. Okuno). Comments on IX and XI. Some Reflections on the Japanese Motivation System (T. Blumenthal). Index.

Diversification, resource concentration, and business group performance: Evidence from Taiwan

Abstract: This study examines the impact of resource configuration, specifically diversification and resource concentration, on the performance of business groups in an emerging economy. Diversification indicates the product/market portfolio of a business group, while resource concentration illustrates the degree of resource dispersion among different affiliates within a business group. Based on the data collected from 125 Taiwanese business groups from 2004 to 2007, this study finds that resource concentration positively influences the performance of business groups, while diversification has a negative impact on the performance of business groups. The findings of this study provide support to the resource-based view and the market power perspective of business groups. This study also finds that the appropriate organizational form may change over time, confirming the institution-based view of business groups in emerging economies.

Piercing the veil on corporate groups in Australia: The case for reform

Abstract: Many large-scale businesses are conducted through the form of corporate groups, each company being a separate legal entity enjoying limited liability. This can create problems for those dealing with corporate group companies. This article makes two points: first, with reference to the theoretical literature on limited liability and veil-piercing, that the corporate veil should be pierced to impose liability on parent companies for conduct involving a lack of care and diligence or a lack of good faith in the dealings of their subsidiaries; and secondly, that the piercing should be done via statute, in effect codifying the liability of a parent company as a shadow director. It is argued that this would overcome the vagueness of the present veil-piercing doctrine in Australia and send a message to parent companies that they cannot shield themselves behind the veil of incorporation to deny recovery to those affected by their decisions and their conduct.

Corporate Group Formation and Differentiation in Early Puebloan Villages of the American Southwest

Abstract: The development of corporate groups and social differentiation has long been studied by scholars interested in the historic development of Puebloan societies in the American Southwest. Recent discussions of these issues have suggested that corporate group organization and differentiation were formalized during the transition from pithouse to pueblo architecture from A.D. 700 to 1000. In this article, I examine the history and process of the pithouse-to-pueblo transition in the northern San Juan region from A.D. 700 to 900. Unlike in most parts of the ancient Southwest, the architectural transition in this area was accompanied by a significant settlement change resulting in the founding of large, permanent villages housing hundreds of residents. I present an analysis of architectural differences within McPhee Village, one of the largest of these settlements, that documents variability in corporate group organization and socioeconomic power near the end of this transitional period. This study contributes to a growing body of archaeological literature that highlights the importance of internal social dynamics and corporate strategies within early village societies.