Relatedness is assessed by how similar the underlying industries are.
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Q48: The harmful side effects of too little
Q49: High levels of diversification can be very
Q50: Both economies of scope and revenue enhancement
Q51: Transferring capabilities is a special case of
Q52: When diversification is unrelated it is more
Q54: Managers may have self-serving motives for diversification.
Q55: A significant diversification discount is a measure
Q56: When strategies differ significantly, managers will generally
Q57: A firm becomes a prime candidate for
Q58: Unrelated diversification is the form of diversification
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