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April 5, 2017 | Human Resources Personnel Management | By admin | 0 Comments

By Eva Bilhuber Galli

Figuring out synergies throughout assorted companies is a mulitbusiness company? s universal strategic problem. Eva Bilhuber Galli investigates the position of social capital in cross-business collaboration and the way to construct it successfully with management improvement practices.

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2007:398). , 2007). Beyond that, most of the existing studies are situated in the compensation field. , the alignment of leadership development practices, are only dimly lit. In this regard, the authors call for future research to broaden the scope to other activity areas and to differentiate the distinct levels of abstraction. That will also help methodologically to connect the appropriate levels of analysis: An HRM system and philosophy are expected to impact more on the organizational level, whereas policies and practices will most likely impact on the group and individual levels.

Mostly targeted at managers on all hierarchical levels, leadership development practices embody a particular potential to raise the social capital among middle managers. , 2007; Barney, 2001; Priem, 2001). Thus, we will review the basic concepts of leadership development in MBFs in the next chapter. 1 Introduction In general, effective leadership is associated with the success of all sizes and types of firms (Daily, McDougall, Covin, & Dalton, 2002; Yukl, 1989). Thus, it is not surprising that leadership has been recognized by more and more organizations as a source of competitive advantage, which has consequently led to investment in its development.

A plant facility, whereas growth synergies imply the combination and bundling of complementary resources, such as different products, to a unique business or customer solution (Knoll, 2008; Tanriverdi & Venkatraman, 2005). MBFs might pursue different types of cross-business synergies depending on their main strategic orientation. However, the underlying strategic logic remains the same: the realization of cross-business value creation over cross-business synergies. 4 Strategy Realization1 If the corporate strategy of an MBF centers on value creation across its businesses through different types of cross-business synergies, corporate management must be considered to involve the realization of cross-business synergies when turning strategy into practice.

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