Organizing for Advantage: Managing Synergy and Redeployment Logics in Diversified Firms
This dissertation is composed of five chapters. The first chapter presents an overview of the three essays that form the core of this research. Chapter 2 develops a theoretical framework at the micro-structural level, proposing how firms can design internal systems to manage the synergy-redeployment...
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| Tipo de recurso: | tesis doctoral |
| Fecha de publicación: | 2025 |
| País: | España |
| Institución: | IE |
| Repositorio: | Repositorio IE |
| OAI Identifier: | oai:dnet:ierepository::a7b57a326d38232d77153ca6c80f0c45 |
| Acceso en línea: | https://hdl.handle.net/20.500.14417/4298 |
| Access Level: | acceso abierto |
| Palabra clave: | 53 Ciencias Económicas::5311 Organización y dirección de empresas ODS 9 - Industria, innovación e infraestructura Innovación tecnológica Regulación gubernamental del sector privado Organización y gestión de empresas Desarrollo socioeconómico |
| Sumario: | This dissertation is composed of five chapters. The first chapter presents an overview of the three essays that form the core of this research. Chapter 2 develops a theoretical framework at the micro-structural level, proposing how firms can design internal systems to manage the synergy-redeployment trade-off. This chapter proposes three core design elements: (i) a hybrid task structure that combines centralized strategic brand oversight with decentralized execution of shelf space at the product level, (ii) a deliberate sequencing of brand-related tasks to reduce disruption of synergies during resource shifts, and (iii) a hybrid authority structure that allows for local autonomy while ensuring accountability through post-decision review. The framework contributes to the resource redeployment literature by clarifying how synergy and redeployment logics can coexist within diversified firms. Chapter 3 provides an empirical analysis of how macro-structural configurations—specifically the number of organizational layers and the dispersion of functional activities—moderate the relationship between inducements to redeploy resources and firm value. Using an archival dataset of U.S. pharmaceutical firms, the findings show that although industry-level volatility enhances firm value through redeployment opportunities, this effect is weakened in firms with deep hierarchies and highly concentrated functional activities. Chapter 4 shifts the focus to the external environment, examining how firms’ internal diversification logics—synergy and redeployment—influence their segment disclosure strategies. Using a two-step estimation method, the chapter shows that firms oriented toward synergy tend to aggregate segments to protect resource sharing advantages, while those emphasizing redeployment disclose more segments to signal agility. Finally, Chapter 5 summarizes the findings, discusses managerial implications, and offers directions for future research. This dissertation contributes to the redeployment literature by demonstrating that flexibility comes not just from having switching or growth options, but from a firm’s capacity to execute them—something that depends on its organizational design. |
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