征稿期刊

Long Range Planning

期刊级别

IF 6.3 (JCR 2024)

SSCI

Q1 (BUSINESS 48/316)

Q1 (DEVELOPMENT STUDIES 4/65)

Q1 (MANAGEMENT 63/420)

征稿主题

Diversification in the Digital Age: Rethinking Corporate Scope, Strategy, and Structure

细分领域

Strategic Drivers and Capabilities

How should diversification theory evolve in the age of data, AI, and ecosystems?

Can a unified theory of digital diversification be developed?

What new constructs (e.g., “data in context,” “digital synergies,” “personalization at scale”) are needed to describe strategic behavior in digital diversification?

What capabilities (e.g., data analytics, AI integration, ecosystem orchestration) enable successful diversification?

How do firms acquire and manage domain expertise in unfamiliar markets?

Which firm archetypes succeed or fail in executing digital diversification strategies?

How does digital diversification play out across industries such as healthcare, finance, mobility, energy, and media?

Under what conditions does the digital context favour strategic focus over diversification—and vice versa?

Data as a Generative Asset – and Its Limits

How do firms repurpose existing data assets to generate insights applicable across unrelated industries?

What mechanisms allow firms to extract cross-contextual value from data during diversification efforts?

How should we redefine “relatedness” for digital diversifiers?

How does the reusability and portability of customer, operational, or platform data differ across industries?

In what ways do data architectures (e.g., data lakes, federated systems, real-time analytics) influence the scalability and feasibility of diversification strategies?

What types of data-driven synergies (e.g., personalization-at-scale, predictive intelligence, demand sensing) are most relevant to digital diversification?

Under what conditions do demand-side synergies emerge from data reuse across unrelated business units?

How does the ownership of data platforms (versus access or partnerships) affect diversification potential?

What are the organizational and strategic limits of data reuse—e.g., diminishing returns, contextual irrelevance, or “data fatigue”?

How do privacy regulations (e.g., GDPR), localization laws, and ethical considerations constrain how and how much data assets can be redeployed?

When does overreliance on cross-domain data lead to false adjacencies or strategic misfires?

How can firms measure the ROI of data reuse in diversification?

What are the comparative risk profiles of data-led versus asset-led diversification?

How does data degradation (timeliness, accuracy, relevance) affect diversification outcomes over time?

Corporate Centre and Organizational Structures

How must corporate centres adapt to govern digitally diversified firms?

What forms of control, integration, and coordination are appropriate for multi-business digital firms?

What new organizational models and roles are emerging to manage data as a corporate-wide asset?

How do firms reconcile tensions between centralized data control (to enable scale) and local contextualization (to ensure relevance)?

How do digital diversifiers design and govern ecosystems across unrelated domains?

What is the role of platform ownership and network effects in shaping diversification potential?

What partner strategies help mitigate reputational, contractual, or integration risks?

How do firms manage power asymmetries, data ownership issues, and technological capability gaps across business units?

What new risks emerge from digital diversification (e.g., algorithmic bias, data misuse, reputation spillovers)?

How should boards and regulators evaluate unrelated diversification in tech-driven firms?

重要时间

Submission Deadline: 1 April 2026