Synergy and Organization: The Case of Danfoss

Mikael Iversen

No 99-11, IVS/CBS Working Papers from Department of Industrial Economics and Strategy, Copenhagen Business School

Abstract: This paper suggest a typology of possible sources of synergies. The paper further proposes that companies cannot exploit all opportunities for synergy because these may require coordination which might add costs that more than offset the advantages gained. The cost of coordination in turn depends on the organiza-tional context, because it affects the way the sources of synergies must be coordi-nated. These propositions are subsequently illustrated with examples from the Danish company, Danfoss.

Keywords: synergy; corporate organization; strategy (search for similar items in EconPapers)
JEL-codes: D2 L2 M1 (search for similar items in EconPapers)
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