Corporate advantage in customer-centric diversification

References

• Adams, W. J., & Yellen, J. L. (1976). Commodity bundling and the burden of monopoly. The Quarterly Journal of Economics, 90, 475–498.
   Web of Science ®Google Scholar
• Adner, R., & Zemsky, P. (2006). A demand-based perspective on sustainable competitive advantage. Strategic Management Journal, 27, 215–239.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Barney, J. B. (1986). Strategic factor markets: Expectations, luck, and business strategy. Management Science, 32, 1231–1241.10.1287/mnsc.32.10.1231
   Web of Science ®Google Scholar
• Barney, J. (2011). Gaining and sustaining competitive advantage (4th ed.). Upper Saddle River, NJ: Pearson.
   Google Scholar
• Barry, D., & Elmes, M. (1997). Strategy retold: Toward a narrative view of strategic discourse. Academy of Management Review, 22, 429–452.
   Web of Science ®Google Scholar
• Bernheim, B. D., & Whinston, M. D. (1990). Multimarket Contact and Collusive Behavior. The RAND Journal of Economics, 21(1), 1–26.10.2307/2555490
   Web of Science ®Google Scholar
• Berry, C. H. (1974). Corporate diversification and market structure. Bell Journal of Economics and Management Science, 5, 196–204.
   Google Scholar
• Blankson, C., Cowan, K., Crawford, J., Kalafatis, S., Singh, J., & Coffie, S. (2013). A review of the relationships and impact of market orientation and market positioning on organisational performance. Journal of Strategic Marketing, 21, 499–512.10.1080/0965254X.2013.804857
   Google Scholar
• Bowman, C., & Ambrosini, V. (2000). Value creation versus value capture: Towards a coherent definition of value in strategy. British Journal of Management, 11(1), 1–15.10.1111/bjom.2000.11.issue-1
   Web of Science ®Google Scholar
• Chatain, O. (2011). Value creation, competition, and performance in buyer–supplier relationships. Strategic Management Journal, 32, 76–102.10.1002/smj.v32:1
   Web of Science ®Google Scholar
• Chatain, O., & Zemsky, P. (2007). The horizontal scope of the firm: Organizational tradeoffs vs. buyer–supplier relationships. Management Science, 53, 550–565.10.1287/mnsc.1060.0680
   Web of Science ®Google Scholar
• Collis, D. J., & Montgomery, C. A. (1995). Competing on resources: Strategy in the 1990s. Harvard Business Review, 73, 118–128.
   Web of Science ®Google Scholar
• Collis, D. J., & Montgomery, C. A. (1997). Corporate strategy: Resources and the scope of the firm. Chicago, IL: Irwin.
   Google Scholar
• Collis, David J., & Montgomery, C. A. (1998). Creating corporate advantage. Harvard Business Review, 76, 70–83.
   PubMed Web of Science ®Google Scholar
• Collis, D. J., & Montgomery, C. A. (2005). Corporate strategy: A resource-based approach (2nd ed.). Boston, MA: McGraw-Hill/Irwin.
   Google Scholar
• Cottrell, T., & Nault, B. R. (2004). Product variety and firm survival in the microcomputer software industry. Strategic Management Journal, 25, 1005–1025.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Danneels, E. (2003). Tight-loose coupling with customers: the enactment of customer orientation. Strategic Management Journal, 24, 559–576.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Dierickx, I., & Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Management Science, 35, 1504–1511.10.1287/mnsc.35.12.1504
   Web of Science ®Google Scholar
• Forbes. (2013). Toby Keith, cowboy capitalist: Country's $500 million man. Retrieved from http://www.forbes.com/sites/zackomalleygreenburg/2013/06/26/toby-keithcowboy-capitalist-countrys-500-million-man/
   Google Scholar
• Frambach, R. T., Fiss, P. C., & Ingenbleek, P. T. M. (2016). How important is customer orientation for firm performance? A fuzzy set analysis of orientations, strategies, and environments. Journal of Business Research, 69, 1428–1436.10.1016/j.jbusres.2015.10.120
   Web of Science ®Google Scholar
• Gort, M. (1962). Diversification and Integration in American Industry. Princeton, NJ: Princeton University Press.
   Google Scholar
• Gourio, F., & Rudanko, L. (2014). Customer capital. The Review of Economic Studies, 81, 1102–1136.10.1093/restud/rdu007
   Web of Science ®Google Scholar
• Grant, R. M. (2016). Contemporary strategy analysis (9th ed.). Hoboken, NJ: Wiley.
   Google Scholar
• Gupta, S. (2009). Customer-based valuation. Journal of Interactive Marketing, 23, 169–178.10.1016/j.intmar.2009.02.006
   Web of Science ®Google Scholar
• Gupta, S., & Lehmann, D. R. (2003). Customers as assets. Journal of Interactive Marketing, 17, 1–16.
   Google Scholar
• Gupta, S., & Lehmann, D. R. (2006). Customer lifetime value and firm valuation. Journal of Relationship Marketing, 5, 87–110.10.1300/J366v05n02_06
   Google Scholar
• Gupta, S., Lehmann, D. R., & Stuart, J. (2004). Valuing customers. Journal of Marketing Research, 41, 7–18.10.1509/jmkr.41.1.7.25084
   Web of Science ®Google Scholar
• Han, J. K., Kim, N., & Srivastava, R. K. (1998). Market orientation and organizational performance: Is innovation a missing link? Journal of Marketing, 62, 30–45.10.2307/1252285
   Web of Science ®Google Scholar
• Harrigan, K. R. (1985). Vertical integration and corporate strategy. Academy of Management Journal, 28, 397–425.10.2307/256208
   Web of Science ®Google Scholar
• Hashai, N. (2015). Within-industry diversification and firm performance-an S-shaped hypothesis. Strategic Management Journal, 36, 1378–1400.10.1002/smj.2290
   Web of Science ®Google Scholar
• Hoskisson, R. E., & Hitt, M. A. (1990). Antecedents and performance outcomes of diversification: A review and critique of theoretical perspectives. Journal of Management, 16, 461–509.10.1177/014920639001600210
   Web of Science ®Google Scholar
• Hult, G. T. M., Ketchen, D. J., Jr, & Slater, S. F. (2005). Market orientation and performance: An integration of disparate approaches. Strategic Management Journal, 26, 1173–1181.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Kirca, A. H., Jayachandran, S., & Bearden, W. O. (2005). Market orientation: A meta-analytic review and assessment of its antecedents and impact on performance. Journal of Marketing, 69, 24–41.10.1509/jmkg.69.2.24.60761
   Web of Science ®Google Scholar
• Klemperer, P., & Padilla, A. J. (1997). Do firms’ product lines include too many varieties? The RAND Journal of Economics, 28, 472–488.10.2307/2556025
   Web of Science ®Google Scholar
• Kraut, R., Steinfield, C., Chan, A. P., Butler, B., & Hoag, A. (1999). Coordination and virtualization: The role of electronic networks and personal relationships. Organization Science, 10, 722–740.10.1287/orsc.10.6.722
   Web of Science ®Google Scholar
• Lepak, D. P., Smith, K. G., & Taylor, M. S. (2007). Value creation and value capture: A multilevel perspective. Academy of Management Review, 32, 180–194.
   Web of Science ®Google Scholar
• Lev, B. (2001). Intangibles: Management, measurement, and reporting. Washington, DC: Brookings Institution Press.
   Google Scholar
• Manral, L. (2010). Demand competition and investment heterogeneity in industries based on systemic technologies: Evidence from the US long-distance telecommunications services industry, 1984–1996. Journal of Evolutionary Economics, 20, 765–802.
   Web of Science ®Google Scholar
• Manral, L. (2015). The demand-side dynamics of entrant heterogeneity. Journal of Evolutionary Economics, 25, 401–445.
   Web of Science ®Google Scholar
• Manral, L. (2016). The customer-centric logic of multi-product corporations. Journal of Strategy and Management, 9, 74–92.10.1108/JSMA-05-2015-0036
   Web of Science ®Google Scholar
• Manral, L, & Harrigan, K. R. 2016. The performance implications of demand-side diversification: Evidence from the US Telecommunications Sector, 1990–1996. Journal of Strategic Marketing, 24, 551–577. 10.1080/0965254X.2015.1063682
   Web of Science ®Google Scholar
• Markides, C. C., & Williams, P. J. (1994). Related diversification, core competencies and corporate performance. Strategic Management Journal, 15, 149–165.
   Web of Science ®Google Scholar
• Markides, C. C., & Williamson, P. J. (1996). Corporate diversification and organizational structure: A resource-based view. Academy of Management Journal, 39, 340–367.10.2307/256783
   Web of Science ®Google Scholar
• McAfee, R. P., McMillan, J., & Whinston, M. (1989). Multiproduct monopoly, commodity bundling and correlation of values. Quarterly Journal of Economics, 104, 371–384.
   Web of Science ®Google Scholar
• Montgomery, C. A. (1985). Product-market diversification and market power. Academy of Management Journal, 28, 789–798.10.2307/256237
   Web of Science ®Google Scholar
• Montgomery, C. A. (1994). Corporate diversification. Journal of Economic Perspectives, 8, 163–178.10.1257/jep.8.3.163
   Web of Science ®Google Scholar
• Montgomery, C. A., & Wernerfelt, B. (1988). Diversification, Ricardian rents, and Tobin’s q. The RAND Journal of Economics, 19, 623–632.10.2307/2555461
   Web of Science ®Google Scholar
• Morgan, N. A., Vorhies, D. W., & Mason, C. H. (2009). Market orientation, marketing capabilities and firm performance. Strategic Management Journal, 30, 909–920.10.1002/smj.v30:8
   Web of Science ®Google Scholar
• Nalebuff, B. 2003. Bundling, tying, and portfolio effects (Department of Trade and Industry Economics Paper No. 1). http://www.dti.gov.uk/
   Google Scholar
• Nalebuff, B. (2004). Bundling as an entry barrier. The Quarterly Journal of Economics, 119, 159–187.10.1162/003355304772839551
   Web of Science ®Google Scholar
• Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54, 20–35.10.2307/1251757
   Web of Science ®Google Scholar
• Noble, C. H., Sinha, R. K., & Kumar, A. (2002). Market orientation and alternative strategic orientations: A longitudinal assessment of performance implications. Journal of Marketing, 66, 25–39.10.1509/jmkg.66.4.25.18513
   Web of Science ®Google Scholar
• Ofek, E. & Sarvary, M. (2001). Leveraging the customer base: Creating competitive advantage through knowledge management. Management Science, 47, 1441–1456.10.1287/mnsc.47.11.1441.10249
   Web of Science ®Google Scholar
• Palich, L. E., Cardinal, L. B., & Miller, C. C. (2000). Curvilinearity in the diversification-performance linkage: An examination of over three decades of research. Strategic Management Journal, 21, 155–174.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Penrose, E. (1959). The theory of the growth of the firm. New York, NY: Wiley.
   Google Scholar
• Porter, M. E. (1987). From competitive advantage to corporate strategy. Harvard Business Review, 65, 43–59.
   Web of Science ®Google Scholar
• Porter, C. E., & Donthu, N. (2008). Cultivating trust and harvesting value in virtual communities. Management Science, 54, 113–128.10.1287/mnsc.1070.0765
   Web of Science ®Google Scholar
• Priem, R. L. (2007). A consumer perspective on value creation. Academy of Management Review, 32, 219–235.10.5465/AMR.2007.23464055
   Web of Science ®Google Scholar
• Ratchford, B. T. (2001). The economics of consumer knowledge. Journal of Consumer Research, 27, 397–411.10.1086/319617
   Web of Science ®Google Scholar
• Rumelt, R. P. (1982). Diversification strategy and profitability. Strategic Management Journal, 3, 359–369.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Schmalensee, R. (1984). Gaussian demand and commodity bundling. Journal of Business, 57, S211–S230.
   Web of Science ®Google Scholar
• Schmidt, J., Makadok, R., & Keil, T. (2016). Customer-specific synergies and market convergence. Strategic Management Journal, 37, 870–895.10.1002/smj.2016.37.issue-5
   Web of Science ®Google Scholar
• Slater, S. F., & Narver, J. C. (1998). Customer-led and market-oriented: Let’s not confuse the two. Strategic Management Journal, 19, 1001–1006.10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Sørensen, H. E. (2011). Resource specialization, customer orientation, and firm performance: an empirical investigation of valuable resources. Journal of Strategic Marketing, 19, 395–412.10.1080/0965254X.2011.586718
   Google Scholar
• Spiller, P. T., & Zelner, B. A. (1997). Product complementarities, capabilities and governance: A dynamic transaction cost perspective. Industrial and Corporate Change, 6, 534–561.
   Google Scholar
• Stephen, A. T., & Toubia, O. (2010). Deriving value from social commerce networks. Journal of Marketing Research, 47, 215–228.10.1509/jmkr.47.2.215
   Web of Science ®Google Scholar
• Teece, D. J. (1980). Economies of scope and the scope of the enterprise. Journal of Economic Behavior and Organization, 1, 223–247.10.1016/0167-2681(80)90002-5
   Web of Science ®Google Scholar
• Teece, D. J. (1982). Towards an economic theory of the multiproduct firm. Journal of Economic Behavior and Organization, 3, 39–63.10.1016/0167-2681(82)90003-8
   Web of Science ®Google Scholar
• WSJ. (2015a). Dell is in talks with EMC over possible merger. Retrieved from http://www.wsj.com/articles/dell-is-in-talks-to-strike-merger-deal-with-emc-sourcessay-1444259189
   Google Scholar
• WSJ. (2015b). Succession for EMC chief Joe Tucci in focus Amid Dell talks. Retrieved from https://www.wsj.com/articles/succession-for-emc-chief-joe-tucci-in-focus-amid-dell-talks-1444432974
   Google Scholar
• Ye, G., Priem, R. L., & Alshwer, A. A. (2012). Achieving demand-side synergy from strategic diversification: How combining mundane assets can leverage consumer utilities. Organization Science, 23, 207–224.10.1287/orsc.1100.0627
   Web of Science ®Google Scholar
• Zander, I., & Zander, U. (2005). The inside track: On the important (but neglected) role of customers in the resource-based view of strategy and firm growth. Journal of Management Studies, 42, 1519–1548.10.1111/joms.2005.42.issue-8
   Web of Science ®Google Scholar