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Cemented conglomerate accumulation is a weak and heterogeneous medium that occurs in western China. It consists mainly of argillaceous cement that loses strength rapidly upon contact with water, leading to collapse instability failure. Its deformation failure mechanism is complex and poorly understood. In this paper, the erosion failure mechanism of cemented conglomerate accumulation is investigated.

The collapse failure process after erosion of the slope foot for typical cemented conglomerate accumulation is studied based on field investigation using the particle discrete element method. And how the medium composition, slope angle and cementation degree influence the failure mode and process of the cemented conglomerate accumulation is examined.

The foot erosion of slope induces a tensile failure that typically manifests as “erosion at the foot of slope – tensile cracking at the back edge of slope top – integral collapse.” The collapse failure is more likely to occur when the cemented conglomerate accumulation has a higher rock content, a steeper slope angle or a weaker cementation degree.

A model based on rigid blocks and disk particles to simulate the cemented conglomerate accumulation is developed. It shows that the hydraulic erosion at the foot of the slope resulted in a different failure mechanism than that of general slopes. The results can inform the stability management, disaster prevention and mitigation of similar slopes.

Presents a considered definition of conglomerates and examines the organizational and marketing problems that have faced these companies. Provides some suggestions for solutions to these problems, noting the significance of individual companies and their relationship with their advertising agencies. Suggests that budget must play a large part in the use of these agencies for marketing to be effective.

The purpose of this paper is to use China’s World Trade Organization accession as a quasi-natural experiment and examine whether conglomeration affects firmss’ ability to respond to a significant increase in competitive pressure. Conglomerate segments have higher sales growth and higher profitability than singlesegment firms, when they face intensified import competition. Conglomerates’ outperformance is not observed when the markets in which segments operate already have high product market competition. Overall, conglomeration encourages competitiveness, and internal resources are allocated to relatively competitive segments.

Avery and Bergsteiner's updated set of 23 sustainable leadership practices derived from sustainable enterprises and five performance outcomes provides a framework to examine the business practices of Thailand's largest conglomerate, Siam Cement Group (SCG). The aim of this paper is to build on and expand Kantabutra and Avery's study based on Avery.

The analysis was conducted by grouping Avery and Bergsteiner's principles into six categories, namely taking a long‐term perspective, investing in people, adapting the organizational culture, being innovative, exhibiting social and environmental responsibility, and behaving ethically. Adopting a multi‐data collection approach, research teams supplemented case study data with non‐participant observations from visits to the conglomerate and its training sessions. Multiple stakeholders were interviewed in semi‐structured interviews. Documentation and information supplied by, or published about, the conglomerate was consulted.

All six sets of practices, which sharply contrast with the prevailing business model of short‐term maximization of profitability but are consistent with the 23 sustainable leadership practices, were found to apply in varying degrees to SCG. A total of 19 applied strongly, with three others moderately strong.

Given that sustainable leadership principles are associated with enhanced brand and reputation, customer and staff satisfaction, and financial performance, the new Sustainable Leadership Grid provides corporate leaders with a useful checklist for this purpose.

This paper reports on the first examination of Avery and Bergsteiner's 23 sustainable leadership elements in a developing economy. It shows that even a publicly‐listed company can resist pressures to conform to business‐as‐usual practices and adopt the long‐term, socially responsible principles of “honeybee” sustainable leadership.

The paper aims to investigate organizational variables and develop their relationship with horizontal strategy. The cultural dimensions and organization structure have been considered as organizational variables. The study also aims to shed light on the implementation horizontal strategy in conglomerates.

A survey was carried out with 122 conglomerate firms for examination. These companies were chosen to be of different sizes and sectors. The multiple regression analysis was utilized to analyze the data.

The results reveal that conglomerate firms also have a horizontal strategy. Additionally, organizational cultural dimensions namely, collectivism, clan culture, market culture and long-term orientation; formal and informal relationship; and horizontal organization structure (HOS) have positive and significant relationship with horizontal strategy. No significant relationship was found between uncertainty avoidance and adhocracy culture, and horizontal strategy.

The major contributions of this study are explicitly identified as horizontal strategy exists in the conglomerate firms where the few organizational variables play a significant role in horizontal strategy implementation.

This study has been done in an effort to make supporting guidelines to fill the gaps in conglomerate firms. This study offers an effective role of cultural dimensions and structure as drivers of horizontal strategy implementation, and this study spells out and extends the literature and proposes a conceptual framework.

Some strategy authors suggest that in an emerging market a local conglomerate enjoys certain potential advantages over a smaller focused firm. It can leverage its corporate image to build customer loyalty and raise funds from the capital market. It can mobilise resources from within the group companies to invest in enhancing the corporate image, in developing its own management‐training centre, and for liaison with the government and bureaucracy. It can also avoid retrenchment of surplus employees by transferring them across the group companies. The authors, however, contend that many of the advantages mentioned above cannot be realised in practice and the top management finds it difficult to effectively manage a large conglomerate. They suggest a model, which will help a conglomerate decide which businesses to retain or divest. They also highlight certain strategies adopted by Indian firms to combat foreign competition in the domestic market.

In this observation study the theory of conglomerated conflict behavior is tested. The impact of seven conflict behaviors on substantive and relational conflict outcomes is examined through multiple independent observations of 103 Dutch nurse managers handling a standardized conflict. Results show that process controlling is most important for achieving substantive outcomes, whereas problem solving, confronting, and forcing are most important for relational outcomes. In addition, substantive and relational outcomes are positively related. Implications for managerial practice and training are discussed.

The purpose of this paper is to investigate the previous mixed findings in the relationship between diversification and firm performance. Using international and industrial conglomerates, the paper introduces productivity as a moderating variable to ascertain whether the mixed views in the diversification-performance nexus is due to variations in productivity. The findings in both proxies of performance (q and return on asset (ROA)) show that productivity is not a significant moderator in the diversification-performance link, except that under industrial conglomerates productivity enhances ROAs significantly. Meanwhile, the results show that diversification either has no significant value on firm performance or relates negatively with performance – a contrasting result to the hypothesis of this study.

This study adopts diversification measurement, categorisation approach and the methodology used in the work of Fauver et al. (2004) and the subsequent modification by Lee et al. (2012). This study, however, investigates the moderating effect of productivity on diversified firms and not ownership as shown in the previous studies. Performance is measured by two proxies to show robustness of the study. ROA is an accounting tool and Tobin’s q reflects a market-based performance of the firm.

The results show that productivity has no moderating impact on a market-based performance of a diversified firm. Regarding ROA, results show a split in finding by showing that productivity has no significant impact on international diversification; however, for industrial diversification, results show significant impact.

The paper adds to knowledge of finance by ruling out the view that the inconsistencies in the diversification and performance nexus in emerging economies could be due to vagaries in productivity. It is confirmed that productivity technically does not strengthen the link between diversification and performance: suggesting that factors other than productivity could establish a maximal impact on that link to minimise the inconsistencies in the findings on diversification-performance link.

This paper is part of the Merger Project being carried out at the International Institute of Management. The bulk of the project consists of studies of the determinants and effects of mergers in seven countries. Since most of the mergers in Europe are between firms in the same industry, or vertically connected, the other studies which are part of the Merger Project do not focus on the conglomerate merger per se. The conglomerate merger, a merger between firms in unrelated industries, has been a major form of merger only in the United States so far.

As monolithic corporations and public agencies seek ways of adapting to the demands of the next century many such institutions, while wishing to retain the benefits of belonging to an identifiable corporation, are recreating themselves as conglomerates of “loosely coupled businesses”. This situation creates new challenges for corporate communications specialists and educators. Corporate communication in devolved systems must involve design of specific solutions for the knowledge management and communication needs of individual businesses based on local knowledge of the systems likely to be affected. This paper presents a case study analysis of a local government organisation undergoing change and from it derives suggestions for the implementation of a communication model involving consultation and education in devolved systems.