| 1. |
- Segelod, Esbjörn
(författare)
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A note on the survey of practice in divisionalized groups
- 1996
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- Much of what we know about the capital budgeting routines of majorcorporations derives from postal surveys sent to the head office. This articlecompares the results gained from such surveys with those obtained fromanalyses of investment manuals and interviews with corporate managers incharge of the capital budgeting routines of their groups. The analyses suggestthat the value of postal surveys can be substantially improved if information isalso collected on to whom and to which parts of the organization anadministrative routine is applicable, and on whether it is to be found in awritten and approved document; where the routine is applied, by whom, andhow strictly.
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| 2. |
- Segelod, Esbjörn
(författare)
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Capital budgeting procedures : experiences from major Swedish groups
- 1996
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- Capital budgeting attracted renewed interest when it was observed thatGerman and Japanese corporations handle investments in a way somewhatdifferent from U.K. and U.S. corporations. In order to obtain a widerperspective on this debate it may be of interest to see what major Swedishcorporations do. The resource allocation systems of Swedish multinationalsresemble those found in Anglo-Saxon corporations, but there are also somedifferences which are outlined in this article.
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| 3. |
- Segelod, Esbjörn
(författare)
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Learning through grafting in ventures in new areas
- 1996
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- Much has been written about how the members of an organization developnew knowledge and competencies; far less about how organizations canacquire knowledge through grafting on new members. Nevertheless this is avery important vehicle for leaming in Western firms. This is an empiricalstudy of learning through grafting in 13 major ventures in new areas. Thestudy is based on interviews with top-management and conveys their image ofthe learning process. It shows how the companies have acted to acquire newknowledge, and develop new competencies, together with the factors affectingthe process of learning.
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| 4. |
- Segelod, Esbjörn
(författare)
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Resource allocation in divisionalized groups : a survey of major Swedish groups
- 1995
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- This article describes how corporate managers of major Swedish groups exert control over investment requests and the direction of the investments of their groups. Resource allocation procedures have been studied mainly by postal surveys focused on project evaluation techniques. This article applies a partly different approach as the conclusions are based on analyses of capital budgeting manuals and interviews with corporate level financial managers. This enables us to form a better image of the resource allocation system of divisionalized and multinational groups and the role of different kinds of administrative routines in their resource allocation system. Comparisons will be made with other studies of practice in U.K., U.S. and Swedish groups.
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| 5. |
- Segelod, Esbjörn
(författare)
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The capital budgeting manual
- 1995
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- There has been very many postal surveys of capital budgeting practice, but almost no studies of the written routines that fix the practice of those groups that use a capital budgeting manual. This article fills this vacuum by describing and analysing the capital budgeting manuals used by major Swedish groups, most of whom are multinationals. Changes in the manuals during the last 30 years are studied using hvo earlier Swedish studies of manuals from the 60’s and 70’s. Comparisons are made with studies of capital budgeting practice from Anglo-Saxon countries.
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| 6. |
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| 7. |
- Segelod, Esbjörn
(författare)
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Do entrants evaluate barriers to entry and, if so, how?
- 1993
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- This paper analyses if and how barriers to entry are evaluated. The findings are based on interviews with 30 people, responsible for 13 major internal business development projects and entries. The study shows that not all entrants succeed in evaluating all relevant barriers. Furthermore, evaluation take place in the course o a learning process. It is important that the project proposal receives relevant feedback if learning is to take place. It is also true to say that there have often been other potential entrants better qualified to carry out the project successfully, but which have not had the same need to develop a new field of business.
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| 8. |
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