Corporate divestiture management

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Divestitures hold significant managerial importance across various corporations, regardless of diversification level, size, age, or industry. This relevance stems from factors like shifts in the international M&A market, heightened industry dynamics, capital market pressures, and the rise of new investor types. However, divestiture decisions are often made in an unstructured and irrational manner, lacking the rigorous management routines typically associated with investments. Consequently, companies frequently delay or overlook divestitures, resulting in lower proceeds during later industry life cycle stages. Economic, structural, strategic, and managerial barriers contribute to these delays. The academic exploration of divestiture decision-making is still nascent, and this study represents a significant advancement in the field. It illustrates how proactive divestiture decisions can serve as a strategic option for value creation. To facilitate this, divestiture decision-making must be organized systematically, encompassing three dimensions: actors, processes, and supporting systems. Through comparative in-depth case analysis, Jan-Hendrik Sewing examines divestiture decision-making in major international corporations, focusing on behavioral aspects. He identifies decision-making patterns, contextual influences, and offers practical implications for managers.