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Article
Publication date: 1 September 2006

Bob Anderson, Christian Hagen, Joe Reifel and Eric Stettler

Many companies in many industries find themselves dealing with an over abundance of custom‐designed products, services and IT functions. Such complexity becomes unnecessary and

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Abstract

Purpose

Many companies in many industries find themselves dealing with an over abundance of custom‐designed products, services and IT functions. Such complexity becomes unnecessary and value draining when companies fail to address the trade‐off between customization and complexity – between the costs associated with customization, the value derived from it, and the price that should be charged for it.

Design/methodology/approach

The authors show how to build an organization that routinely measures complexity and takes a continuous improvement approach to reducing it. This ensures that complexity is managed and customization that does not contribute to competitive advantage is eliminated.

Findings

Good complexity is necessary and adds value for the company and the customer. It is the kind required to customize products and services and help companies increase revenues, profits, and customer loyalty.

Practical implications

Ideally, the initial focus should be on identifying the complexity drivers across the organization and determining where modularization can reduce unnecessary complexity.

Originality/value

The company must obtain an in‐depth understanding of the tradeoffs between customization and complexity, and change its business processes and decision‐making to consider both internal challenges as well as its position in the marketplace. In the end, by weeding out the “bad” complexity, the company should see marked improvement in both its delivery capabilities and bottom‐line performance.

Details

Strategy & Leadership, vol. 34 no. 5
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 1 September 2006

Catherine Gorrell

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Abstract

Details

Strategy & Leadership, vol. 34 no. 5
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 27 November 2024

Md Shahiduzzaman

The purpose of this paper is to investigate the relative effects of individual environmental, social and governance pillars on the performance of international mergers. We examine…

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Abstract

Purpose

The purpose of this paper is to investigate the relative effects of individual environmental, social and governance pillars on the performance of international mergers. We examine whether performance complementarity exists among the environmental, social and governance pillars.

Design/methodology/approach

We draw on a global set of cross-border merger data covering 2002 to 2018 and employ pooled least squares (PLS) and instrumental variable (IV) approaches to gain novel and robust insights into the short- and long-term effects of the relationships among the three CSR pillars on acquisition returns. To study the examined interrelationships across three pillars, we rely on theories related to super-modular optimization and games.

Findings

We find positive and significant effects of the environmental pillar and the social pillar on changes in ROA and Tobin’s Q of acquirers during the three years following acquisitions. Furthermore, the governance pillar only impacts short-run ROA change. We found complementarities among the three pillars of CSR to attain performance synergy. The effects of CSR on post-merger performance are more profound in the long run.

Originality/value

We analyze the relative importance of CSR individual pillars (i.e. the environmental, social and governance pillars) and the nature of the relationship among them. This research question remained unexplored in the previous literature. Our analysis sheds light on prevailing concerns regarding the mutual relations among the different pillars of CSR; e.g. previous literature argued that the governance component is different from the social and environmental pillars.

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