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It has been long understood that value creation by corporate
strategists is determined by their ability to effectively deploy
resources across multiple business units. Recently, scholarly
attention has been dominated by studies of "synergy", or sharing
resources across businesses. However, a second type of resource
deployment, "resource redeployability" or "resource configuration",
where resources are withdrawn from one business unit and
reallocated to another may not only effect firm value creation, but
also firm and industry evolution. This volume advances the resource
deployment and synergy debate, and how they differentially affect
value and firm decision-making. It clarifies the theoretical
determinants and effects of each, revisiting prior work that
investigates the benefits of synergy-based strategy, and assessing
the benefits of an increased focus on redeployability.
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