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Journal cover: Leadership & Organization Development Journal

Leadership & Organization Development Journal

ISSN: 0143-7739
Incorporates: Participation and Empowerment: An International Journal

Online from: 1980

Subject Area: Organization Studies

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Contingencies influencing the effectiveness of acquisition-based corporate growth and development strategies: the case of ITT, 1920-1997


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Title:Contingencies influencing the effectiveness of acquisition-based corporate growth and development strategies: the case of ITT, 1920-1997
Author(s):Seleshi Sisaye, (A.J. Palumbo School of Business Administration, Duquesne University, Pittsburgh, Pennsylvania, USA)
Citation:Seleshi Sisaye, (1998) "Contingencies influencing the effectiveness of acquisition-based corporate growth and development strategies: the case of ITT, 1920-1997", Leadership & Organization Development Journal, Vol. 19 Iss: 5, pp.231 - 255
Keywords:Contingency theory, Diversification, Growth, Mergers and acquisitions, Organizational change
Article type:Case study
DOI:10.1108/01437739810234314 (Permanent URL)
Publisher:MCB UP Ltd
Abstract:Contingency models have enabled researchers to develop system-based decision-making approaches to organizational studies. Two contingency decision-making models - rational and political choice - have been applied to identify those organizational characteristics and strategic leadership qualities associated with acquisitive growth through “absorption” and “diversification”. A study of the International Telephone and Telegraph Company (ITT) organizational growth strategies from 1920 to 1997 reveals that senior managers adopt the rational decision-making model when organizational growth through acquisition involves absorption, and the political model when organizational growth calls for diversification. A contingency historical study of ITT demonstrates two important periods in ITT’s organizational life cycles - one of growth (1920-early 1970s) and one of consolidation/stability (from mid-1970 to the present time). Contingency models indicate that differences in organizational growth strategies arise due to differences in environmental factors characterizing each period as organizations pass through several stages of growth in their life cycles.



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