Relevant bibliographies by topics / Corporate turnarounds - Management

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Academic literature on the topic 'Corporate turnarounds - Management'

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Published: 4 June 2021
Last updated: 3 February 2022

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Journal articles on the topic "Corporate turnarounds - Management"

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Khandwalla, Pradip N. "Humane Turnarounds." Vikalpa: The Journal for Decision Makers 16, no. 2 (April 1991): 3–18. http://dx.doi.org/10.1177/0256090919910201.

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Rampant industrial sickness has become a characteristic feature of the dynamics of rapid industrial development in both the developed as well as the developing economies. However, in the context of developing economies, there is an urgent need to revive sick organizations given the reality of an acute resource crunch. It is in this context that the development of a relevant model of turnaround management becomes significant. In this article, Pradip N Khandwalla describes the significant elements of a humane brand of turnaround management based on his analysis of the experiences of several corporate turnarounds.
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Khandwalla, Pradip N. "Creative Restructuring." Vikalpa: The Journal for Decision Makers 26, no. 1 (January 2001): 3–18. http://dx.doi.org/10.1177/0256090920010102.

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In the context of liberalization of globalization of economy, the changes required in the functioning of corporates need to be vast. Corporate restructuring has become an important means for achieving such changes in India and elsewhere. The restructuring paradigm of western international management consultants (WIMCs) has come into vogue among large Indian public and private corporates. One major restructuring choice is between the WIMC paradigm and a creative, participatory, largely self-help mode of corporate restructuring. Creative restructuring is illustrated by three case studies. Another major restructuring choice is between creative and non-creative modes. Based on a study of 120 turnarounds from a number of countries, 42 creative restructurings for turnaround are contrasted with 47 non-creative restructurings for turnaround along 14 categories of turnaround action. The necessity of creative, participatively improvised restructuring to institutionalize adaptive capabilities and achieve quantum leap in corporate excellence in a hyper-competitive environment is highlighted. Several steps are suggested for practitioners seeking effective creative restructuring.
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Schmitt, Achim, and Sebastian Raisch. "Corporate Turnarounds: The Duality of Retrenchment and Recovery." Journal of Management Studies 50, no. 7 (August 30, 2013): 1216–44. http://dx.doi.org/10.1111/joms.12045.

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Whittington, Richard. "Book Reviews : Pradip N. Khandwalla: Innovative Corporate Turnarounds." Organization Studies 15, no. 5 (September 1994): 783–86. http://dx.doi.org/10.1177/017084069401500510.

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Oliver, John. "Is “transgenerational response” a hidden cause of failed corporate turnarounds and chronic underperformance?" Strategy & Leadership 45, no. 3 (May 15, 2017): 23–29. http://dx.doi.org/10.1108/sl-01-2017-0006.

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Purpose CEO turnover and chronic corporate underperformance are examined through the lens of Transgenerational Response. Design/methodology/approach The criteria for investigating Transgenerational Response in corporations consisted of identifying a Critical Corporate Incident, the number of corporate generations and the resultant corporate financial performance. Findings The evidence presented in the case studies illustrates how a Critical Corporate Incident has produced the consequential effect of chronic financial performance in the years following the incident. Research limitations/implications These case studies have not presented the “actual” adaptive responses, inherited attitudes and behaviours that have subsequently embedded themselves in a new corporate culture, post the Critical Corporate Incident, to the detriment of the long-term health and performance of each firm. Practical implications Examining CEO turnover and chronic corporate underperformance through the lens of Transgenerational Response means that business leaders can identify how a historic event has affected the performance of their firm in subsequent generations. With this knowledge in hand, they will be able to examine the inherited attitudes and behaviours, organizational policies, strategy and adaptive cultural routines that have combined to consolidate the firms chronic under performance. Originality/value This is a highly original, evidence based, idea that has the potential to reshape our current understanding of CEO turnover and underperforming firms. It will help business leaders identify how a historic event has affected the performance of a firm in subsequent generations.
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Hoffman, Richard C. "Strategies for Corporate Turnarounds: What do we Know about them?" Journal of General Management 14, no. 3 (March 1989): 46–66. http://dx.doi.org/10.1177/030630708901400304.

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Dayal, Ishwar. "Book Reviews : Pradip N. Khandwalla, Innovative Corporate Turnarounds, New Delhi: Sage Publications, pp. 279." Journal of Entrepreneurship 2, no. 1 (March 1993): 94–99. http://dx.doi.org/10.1177/097135579300200107.

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Puffer, Sheila M., and Daniel J. McCarthy. "Ethical turnarounds and transformational leadership: A global imperative for corporate social responsibility." Thunderbird International Business Review 50, no. 5 (September 2008): 303–14. http://dx.doi.org/10.1002/tie.20214.

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Bhattacharyya, Som Sekhar, and Aakash Malik. "Development of an integrated canvas on turnaround strategy." International Journal of Organizational Analysis 28, no. 2 (November 18, 2019): 523–54. http://dx.doi.org/10.1108/ijoa-02-2019-1646.

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Purpose The purpose of this study is to provide a comprehensive understanding regarding corporate turnaround. An integrated discussion regarding different corporate failure factors, conditions, symptoms followed by turnaround strategies and its results have been provided. Design/methodology/approach Authors have done a comprehensive systematic and integrated literature review study of research articles on corporate turnaround. The paper reviewed discussed different dimensions of turnaround management. The authors applied thematic reductionist categorisation with logical arguments to develop an integrated turnaround canvas (ICT). Findings An ICT has been developed. ICT is a holistic framework to comprehend turnaround strategy. Impact of precondition and turnaround levers on cash flow dynamics and the operational and strategic levers for successful turnaround performance of the firm has also been presented. Authors have also tabulated the entire spectrum of corporate turnaround. Research limitations/implications This conceptual work would help researchers interested in turnaround research to anchor their study at different points in ICT canvas. This could be at the decline precondition stage, corporate failure state, turnaround levers (strategic and operational) application phase and in terms of turnaround performance. Practical implications The ICT canvas would help managers to identify the set of corporate failure preconditions which might lead their firm to decline phase. The ICT canvas would also help managers based upon the identification of decline preconditions to select an appropriate turnaround interventions required to arrest the corporate failure. Finally, the ICT canvas would help in identifying the operational and strategic levers for successful turnaround implementation and thus achieving the desired corporate performance. Originality/value This is one of the first studies to provide an integrated perspective on corporate turnaround as the developed ICT canvas consisted of identification of decline preconditions, corporate failure, turnaround levers (strategic and operational ) and turnaround performance.
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Clapham, Stephen E., Charles R. Schwenk, and Cam Caldwell. "CEO perceptions and corporate turnaround." Journal of Change Management 5, no. 4 (December 1, 2005): 407–28. http://dx.doi.org/10.1080/14697010500359276.

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Dissertations / Theses on the topic "Corporate turnarounds - Management"

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Matlosa, John. "Leadership skills, competence and organisational processes needed to lead a company from a decline to a sustainably successful turnaround." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/96222.

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Thesis (MBA)--Stellenbosch University, 2014.
This research sought to provide insight into the key leadership skills, competencies and organisational processes required to lead a company from decline to a sustainable turnaround. The study focused on the four attributes of managing a turnaround: organisational values and culture, change leadership and organisational high performance. The research aimed to establish the role and impact of the above four factors, particularly in a corporate turnaround. It further assessed the role of leadership in ensuring the implementation of the four factors. The study revealed that turnaround leaders need to develop a new economy wave of values and a high performance culture as a foundation for creating ownership of the organisation’s objectives, as well as for the necessary alignment of the vision, mission and strategy. It was also noted that a corporate culture is an ever changing issue, hence leadership needs to continually ensure that the culture remains in support of the corporate objectives. The study also revealed the need for leadership to have the necessary emotional, cognitive and spiritual intelligence in order to be proactive in managing both the process and the effects of change. They need to have the transformational leadership abilities to drive the pursuit of organisational excellence as a means to achieving a sustainable turnaround. The research also noted the importance of communication as an integral part of each of the turnaround phases. Also of great importance were leadership attributes such as honesty, trustworthiness, sincerity and commitment, and the fact that leaders tend to believe that people will be driven by the rules and processes of business, forgetting that people gather the inspiration they need to be able to respond emotionally to a challenge, from their leaders’ demonstrated personal attributes.
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Van, Rooyen Roelof Petrus. "Strategic management of construction companies." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020407.

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The research emanated from an investigation of GB7, GB8 and GB9 main contractors in the Eastern Cape Province of South Africa. The study was focussed on the strident economic times in the construction industry following the FIFA Soccer World Cup from August 2010 to December 2012. The research was conducted to identify the key strategy or combination of strategies keeping construction entities in operation. The study further investigates the key elements of a successful turnaround strategy as well as the most effective methods in implementing strategies within construction organizations. The research took the form of an empirical quantitative study where a descriptive survey was used to collect data. Structured interviews were held with the target population to collect data in the field. The study established that geographic diversification was the most effective method utilized by main contractors for survival during the study timeframe. The study also found that lowering of profit margins and preliminary and general amounts were most effective methods in the use of turn around strategies. The study finally concluded that effective steps were taken by main contractors in the Eastern Cape to implement corporate strategies within their organizations. Step by step guidance to all employees on new processes was the key element in successful strategic implementation of a strategy within construction organizations. The research conducted contributes to the strategic management competency within the built environment as well as the existing body of knowledge within the construction industry. All members of the construction industry in South Africa involved with strategic level planning of entities would value the study.
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Holtzhausen, Beatrix. "The development of turnaround strategies for the Calitzdorp Spa Tourism resort." Thesis, Nelson Mandela Metropolitan University, 2004. http://hdl.handle.net/10948/225.

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The objective of this study was to develop turnaround strategies for the Calitzdorp Spa Tourism Resort (herein after referred to as Calitzdorp Spa) to stop the performance decline and put it back on the road of recovery again. The development of turnaround strategies are dependent on establishing the cause of the performance decline and to enable management to plan effective and optimal strategies for the tourism resort focused on the recovery response. An analysis of various sources on strategic management models were undertaken to find a theoretical framework for the development of a strategic management model that could be applied to a tourism resort. The following model for the strategic management of a tourism resort was consequently developed and consists of the following main components: • Mission, objectives and stakeholders; • Strategic position; • Strategic choice; and • Strategic implementation. A second model for the Turnaround Process of a tourism resort was proposed to assist management in guiding the resort to recovery, consisting of two main phases, namely: • Turnaround situation; and the • Turnaround response. The research methodology followed included: • a literature survey to define the important concepts of tourism, resorts, strategic management and turnaround strategies; • a questionnaire survey to determine customer satisfaction at the Calitzdorp Spa; • telephone interviews to determine the marketing and positioning strategies of the Calitzdorp Spa; and • a focus group discussion session to determine the current situation at the resort and to plan future management strategies of the Calitzdorp Spa. Specific conclusions were made and specific actions recommended based on the results obtained.
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Landsberg, Francois Allewyn. "A critical evaluation of the success factors during the ArcelorMittal Saldanha Works turnaround." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/97338.

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Thesis (MBA)--Stellenbosch University, 2015.
ENGLISH ABSTRACT: The 2008/2009 economic downturn had a major impact on the international steel industry. With economic activities declining, the demand for steel decreased and subsequently, prices started to tumble. This put a great deal of pressure on steel manufacturing companies’ financials and they had to focus on cost reduction initiatives to survive. Steel companies who did not follow a turnaround strategy were not able to keep up with the competition. This research study focused on determining the details pertaining to the ArcelorMittal Saldanha Works turnaround strategy, as it is viewed as one of the most successful in the steel industry. Data was obtained from discussions with various role players and managers at ArcelorMittal Saldanha Works. The aim of the interviews was to get the detail of all the steps taken by the company to turn around its performance. Quantitative data describing the operational as well as financial and cost performance was sourced from the ArcelorMittal Saldanha Works Key Performance Indicator (KPI) system and from financial statements and progress reports. It was found that the basis for the turnaround strategy of ArcelorMittal Saldanha Works was World Class Manufacturing as it provided the vehicles through which improvements were managed with the aid of mainly the Autonomous Maintenance (AM), Professional Maintenance(PM), People Development (PD), Focused Improvement (FI), Product Quality (PQ) and Safety Pillars. The Cost Deployment (CD) Pillar was used to identify the biggest losses that needed to be addressed. ArcelorMittal Saldanha Works moved from one of the highest-cost producers in the ArcelorMittal group during 2010 to the second-lowest-cost producer in the group at the end of 2013. It reduced its total cost of production with $70 per ton over this period, without any major capital expenditure. The study concluded that the turnaround of ArcelorMittal Saldanha Works was successful and it is sustainable. This can be seen from the increase in the overall equipment availability, amount of hot-rolled coil tons produced, as well as the EBITDA figures reported in the study.
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Chin, Chu-Kuo. "Predicting corporate turnaround of listed companies in South Africa." Master's thesis, University of Cape Town, 2016. http://hdl.handle.net/11427/22915.

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Corporate turnaround, in comparison to financial distress, is not substantially researched either internationally or locally in South Africa. This study attempts to explore this area of research by developing models that identify financially distressed companies with a potential for turnaround. This analysis examines listed companies on both the JSE Securities Exchange ('JSE') and Alternative Exchange ('AltX') for the period 2007 to 2014 by using available data from iNet BFA. The financial distress model, Taffler's Z-score, is used to identify companies that fall within the sample. Multiple linear discriminant models with interaction variables are used as part of the process to derive the turnaround models. The first model shows that efficiency is a key driver for a successful turnaround. The second model reveals that JSE-listed companies are more likely to survive than AltX companies. This study contributes to the existing research by identifying significant factors for corporate turnaround and summarizing its findings in a practical manner.
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Nothardt, Franz. "Corporate turnaround and corporate stakeholders : an empirical examination of the determinants of corporate turnaround in Germany with a focus on financial stakeholder theory /." [S.l.] : [s.n.], 2001. http://aleph.unisg.ch/hsgscan/hm00151708.pdf.

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Kurnas, Martin. "Corporate Turnaround in SME - case studies from CEE." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-113809.

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The presented master thesis is intended to serve as a guide to the corporate turnarounds for small and medium enterprises. In the first part, the theoretical background related to corporate turnaround is outlined complemented with specific aspects of the CEE region and the Czech Republic. In the next part, a comprehensive turnaround framework based on theoretical research is developed. The final part presents a case study of a small Czech company that went through a turnaround and evaluates the company's turnaround actions from the perspective of suggested theoretical framework.
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Hinksman, P. B. "Corporate turnaround in small firms : a qualitative study." Thesis, Birmingham City University, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.365280.

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Rabenseifner, Christoph E. "Corporate Distress and Stakeholder Relations An Analysis of the Turnaround Process /." St. Gallen, 2007. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/02607471002/$FILE/02607471002.pdf.

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Abebe, Michael A. "The effect of top management team demographic composition and CEO power on corporate turnaround performance under environmental stability and turbulence /." Available to subscribers only, 2008. http://proquest.umi.com/pqdweb?did=1650505051&sid=10&Fmt=2&clientId=1509&RQT=309&VName=PQD.

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Books on the topic "Corporate turnarounds - Management"

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Innovative corporate turnarounds. New Delhi: Sage Publications, 1992.

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Zwick, Ansgar. Turnaround-Management in Ostdeutschland. Stuttgart: M & P, Verlag für Wissenschaft und Forschung, 1993.

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Managing association turnarounds. Washington, DC: American Society of Association Executives, 1997.

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Leading Corporate Turnaround. New York: John Wiley & Sons, Ltd., 2006.

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The second coming: Creativity in corporate turnarounds. New Delhi: Tata McGraw-Hill Pub. Co., 2000.

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Goldstein, Arnold S. Corporate comebacks: Managing turnarounds and troubled companies. New York: Wiley, 1988.

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Goldstein, Arnold S. Corporate comeback: Managing turnarounds and troubled companies. New York: Wiley, 1988.

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Sopers, J. M. M. Turnaround management: Het saneren van ondernemingen in moeiljkheden. Leiden: Stenfert Kroese, 1992.

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Corporate turnaround: A practical guide to business survival. London: Kogan Page, 1993.

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Chandra, Gupta Lakshmi. Controlling corporate sickness: Lessons from experiences for managers and bankers. Delhi: Oxford University Press, 1988.

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Book chapters on the topic "Corporate turnarounds - Management"

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Bibeault, Donald. "The History of Corporate Turnaround Management." In Turnaround Management and Bankruptcy, 3–21. 1 Edition. | New York, NY : Routledge, 2017. | Series: Routledge advances in management and business studies ; 69: Routledge, 2017. http://dx.doi.org/10.4324/9781315738116-1.

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Tron, Alberto. "Corporate Recovery Plans between Value Protection and Management Turnaround." In Corporate Financial Distress, 22–50. Emerald Publishing Limited, 2021. http://dx.doi.org/10.1108/978-1-83982-980-220211003.

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Guerra, José María Mendoza. "Reactivation or Collapse." In Handbook of Research on Corporate Restructuring and Globalization, 125–41. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8906-8.ch006.

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This chapter is structured for contrasting how differentially firms applying strategies of contraction/reactivation reach converse results and how management models may impact the organizational life and success in these circumstances. It analyzes two organizations in difficult situation in Colombia (Aluminios Reynolds Santo Domingo and Hospital Niño Jesus in Barranquilla city), and it identifies strategies to be applied for maintaining alive these organizations, evaluates management styles accompanying the formulated strategies, and reveals the organizational denouement. In this work two styles for confronting turnaround are identified: classic, applied in a ruptured and aggressive way with strong reduction of direct cost; and inclusive, integrating members of the firm around the problem solution and socially building a strategy as a solution. For the empirical analysis, the case method is used accompanied by qualitative techniques as interviews, documental material, and observation.
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Gupta, Rajan, Sunil K. Muttoo, and Saibal K. Pal. "Web Mining and Analytics for Improving E-Government Services in India." In Advances in Data Mining and Database Management, 223–47. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-0613-3.ch009.

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The ever increasing technology usage and the globalization have given rise to the need of quick, accurate and smarter handling of information by organizations, states, nations and the entire globe. For every nation to be under any form of government, it became mandatory to have shorter turnaround time for their interactions with citizens. This pressure gave rise to the concept of e-Governance. It has been implemented by various nations and even UN reported an increase in E-Governance activities around the world. However, the major problems that need to be addressed by developing nations are digital divide and lack of e-Infrastructure. India started its e-Governance plan through a proposal in 2006 with establishment of National e-Governance Plan popularly known as NeGP headed by Ministry of Communications and Information Technology, Government of India. As per the Electronic Transaction and Aggregation Layer, millions of transactions are taking place on regular basis. Within 2015 itself, over 2 billion transactions have been carried out by the Indian citizens in various categories and sectors like agriculture, health, and the likes. For central government projects alone, around 980 million electronic transactions have taken place, while for state government projects, the combined total of all the states is close to 1.2 billion. With the kind of data getting generated through e-Governance initiative in India, it will open up lot of opportunities for data analysts & mining experts to explore this data and generate insights out of them. The aim of this chapter is to introduce various areas and sectors in India where analytics can be applied for e-Governance related entities like citizens, corporate and government departments. It will be useful for researchers, academicians and students to understand various areas in E-Governance where web mining and data analysis can be applied. The theoretical background has been supported by practical case study for better understanding of the concepts of web analysis and mining in the area of E-Governance.
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Conference papers on the topic "Corporate turnarounds - Management"

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Jeremić, Ljiljana, and Marko Fabris. "TURNAROUND MANAGEMENT AS A CORPORATE RENEWAL MODEL." In FINIZ 2015. Belgrade, Serbia: Singidunum University, 2015. http://dx.doi.org/10.15308/finiz-2015-115-117.

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Guan, Jian, and Dongbin Hu. "Corporate Turnaround: An Empirical Study on Chinese Small Sized Companies." In 2006 IEEE International Conference on Management of Innovation and Technology. IEEE, 2006. http://dx.doi.org/10.1109/icmit.2006.262270.

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