Diversification and performance: evidence from East Asian firms

By Abhirup Chakrabarti, Kulwant Singh, Ishtiaq P. Mahmood. 2007

350 citations recorded by the source corpus.

Subfields: Accounting, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e7434e0dba5c7fdb3b3c6778b835bb618e07779d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Sociology and Political Science

In Strategy and Management

Citations in the corpus

The impact of marketing capability, operations capability and diversification strategy on performance: A resource-based view (2010, methodology): “Diversification often increase the cost of operation, causes conflict in terms of greater managerial and organizational complexities; and inhibits firms from responding to major external changes (Chakrabarti et al., 2007; Grant, Jammine, & Thomas, 1988).”
Beyond institutional voids: Business groups, incomplete markets, and organizational form (2015, background): “Firm age is measured as the natural logarithm of number of years since the incorporation of the firm (Chakrabarti, Singh, and Mahmood, 2007; Khanna and Palepu, 2000a).”
Current debates in global strategy (2009, neutral): “Recent research (Chakrabarti et al. 2007; Gauer et al. 2007; Lee et al. 2007; Peng et al. 2008; Rangan and Drummond 2002; Singh 2007) suggests that institutional measures may prove more effective in providing comprehensive explanations of firm behavior and performance.”
Only the Brave: Product Innovation, Service Business Model Innovation, and Their Impact on Performance (2016, methodology): “Product diversification has been calculated using a Herfindahl Index of different product market segments (Chakrabarti et al. 2007), with geographical diversification measured as a percentage of foreign sales.”
Japanese keiretsu: Past, present, future (2009, background): “For example, Chakrabarti, Singh, and Mahmood (2007) , Chang and Hong (2002), Chang and Hong (2000), and Khanna and Yafeh (2005) conclude that Japanese venture capitalists tended to favor investment in affiliated firms.”
Unraveling the mechanisms of reputation and alliance formation: : A study of venture capital syndication in China (2014, neutral): “However, highly reputable firms that are attractive to potential partners may not have the need to enter into alliances.”
Corporate Governance in Emerging Economies: A Review of the Principal-Principal Perspective (2008, background): “In general, business groups, especially those with high levels of horizontal product diversification, may provide more advantage in emerging economies (Chakrabarti et al., 2007; Khanna and Palepu, 2000b; Wan, 2005).”