Asset divestiture following horizontal acquisitions: a dynamic view

Business acquisition, resource redeployment, and asset divestiture are elements of a dynamic process in which firms change their businesses by recombining internal and external resources. Analyzing 253 horizontal acquisitions, we show that post‐acquisition resource redeployment leads to asset divestiture from the business that receives the redeployed resources, but not from the business that contributes the new resources. Consistent with scale economies rationales, we find that strategic similarity also leads to greater asset divestiture from the target firms. Many theoretical perspectives are skeptical about the positive rationale for acquisitions and many of these believe that asset divestiture is evidence of acquisition failure. Our arguments and analysis help refine the accepted wisdom. In particular, the pattern of resource redeployment and asset divestiture in our analysis suggests that acquisitions provide a means of reconfiguring the structure of resources within firms and that asset divestiture is a logical consequence of this reconfiguration process. Copyright © 2001 John Wiley & Sons, Ltd.     

The winners know how to change--do you?

Major change is always costly, but when maintaining the status quo is even more expensive, a strategic imperative for change has been created. The process of managing change is not focused on what to change, but how change decisions can be implemented successfully. Successful organizations achieve their change objectives (human and technical) on time and within budget. Unsuccessful organizations either never accomplish what they plan or do so only after consuming a great deal more time and money than they anticipated. This article introduces an abbreviated review of the ten best practices associated with change management. The reader will recognize the multitude of variables that can be relevant to any change effort and begin to assess the matrix relationship between these interdependent variables.     

How family spending has changed in the U.S

Since the Monthly Labor Review began, the proportion of family expenditures allocated for food has dropped by half, the incidence of homeownership has doubled, and spending for transportation, medical care, and recreation has increased significantly.     

How do firm characteristics affect the subsidies provided by the unemployment insurance system?

The experience-rated method of financing unemployment insurance in the US is incomplete because of the imposition of both maximum and minimum tax rates. The result is a pattern of cross-subsidization to those firms that generate considerable layoffs from those firms that exhibit a stable pattern of employment. Past studies have investigated this cross-subsidization by industries, but have not examined in detail whether or not the characteristics of the firm play an important role. The research presented herein examines the relationship between particular characteristics of the firm – age, size, average wage, and seasonality of employment – and their effect on whether the firm is subsidized or not. Other than the industry classification, age appears to be the most significant determinant of subsidization. It appears that both young and old firms display a higher probability of subsidizing middle-age firms.     

The impact of patient choice and waiting time on the demand for health care: results from the London Patient Choice project

In a number of countries where health care is publicly funded, policies to introduce greater patient choice are being implemented. In most cases patient choice is seen as an instrument to reduce waiting times for elective (non-emergency) hospital services. An important issue is whether facilitating greater patient choice will increase the demand for health care and thereby undermine the achievement of reduced waiting times. A large scale pilot of choice in the London metropolitan area permits a test of the hypothesis that choice will affect demand. This paper estimates a model of the demand for elective surgery using a panel of 150 English acute hospitals over the period 1995 to 2004 for three surgical specialties. It examines whether demand shifted following the introduction of the London Patient Choice Project in 2002. The results suggest that the choice project only shifted NHS inpatient demand in orthopaedics and that this shift was inwards.     

Technological change and human resource development practices in Asia: a study of Singapore‐based companies

Technological change is a constant phenomenon in contemporary organizations. How to prepare employees for technological change has increasingly become an issue for human resource development theory and practice. This study investigated the human resource development practices of organizations in Singapore, where companies are continuously responding to rapid technological changes in order to remain competitive. The results show similar patterns of responses across business sectors; however, some differences were found in the transport and communications sectors. On‐the‐job training was reported as the most frequently used training method to address organizational change needs. The discussion and recommendations focus on the need for improved change management approaches.     

Product and Process Modularity's Effects on Manufacturing Agility and Firm Growth Performance

Modularity in product design has been hailed as a way to speed new product development (NPD), to reduce NPD cost, and to enhance customization possibilities for consumers. Modularity in process design may speed new product manufacturing setup times, reduce costs, and enhance the profitability of the lower volumes that customization often entails. However, empirical evidence is scarce that either product or process modularity—individually, jointly, or sequentially—actually produce these or other proposed benefits (e.g., performance growth). This study builds on general modular systems theory (GMST) by examining the theoretical relationship between product and process modularity and the effects of each on firm growth performance. Using structural equation modeling, partial versus complete mediation by manufacturing agility is also scrutinized. In one pair of models, product modularity and process modularity are separate direct antecedents to manufacturing agility, which is modeled to affect firm growth performance; in a second pair of models, product and process modularity are related antecedents to manufacturing agility, with product modularity preceding process modularity. Results from the best‐fitting model show that product modularity directly and positively affects process modularity, manufacturing agility, and firm growth performance. Process modularity was unrelated to manufacturing agility, and neither process modularity nor manufacturing agility predicted growth performance. Consistent with GMST, the study provides empirical evidence of the power of one element of a modular system to orchestrate a fit between a firm's product and manufacturing strategies and to directly drive system performance. Thus, modularity in product design is revealed as the key to understanding GMST effects concerning how changes in one system generate changes in other systems.     

Extreme dependence of multivariate catastrophic losses

Natural catastrophes cause insurance losses in several different lines of business. An approach to modelling the dependence in loss severities is to assume that they are related to the intensity of the natural disaster. In this paper we introduce a factor model and investigate the extreme dependence. We derive a specific extreme dependence structure when considering an heavy-tailed intensity. Estimation procedures are presented and their moderate sample properties are compared in a simulation study. We also motivate our approach by an illustrative example from storm insurance.