Abstract
Most conceptual and empirical research on corporate diversification has largely focused on analyzing the influence of the degree of diversification and business unit relatedness (structure) on performance. Attempts to specify the link between the applied parenting approaches of corporate headquarters (strategy) and performance have been rare. Building on the concept of parenting advantage and a unique, hand-collected data sample of 150 global multi-business companies, we aim to improve the current understanding of the strategy-performance-link. First, we empirically ascertain a distinct set of value-adding and value-destroying drivers in multi-business companies. Second, we identify and specify observable, consistent, and effective parenting strategies in corporate practice. Third, we evaluate how these parenting strategies are associated with overall company performance.
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