To see the other types of publications on this topic, follow the link: Turnaround strategies.
Dissertations / Theses on the topic 'Turnaround strategies'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 45 dissertations / theses for your research on the topic 'Turnaround strategies.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.
1
Holtzhauzen, G. T. D. (Gerhardus Theodoris Daniel). "Modeling business turnaround strategies using verifier determinants from early warning signs theory." Thesis, University of Pretoria, 2011. http://hdl.handle.net/2263/28693.
Full textAbstract:
The management dilemma emanates from the inadequacy and weakly detailed turnaround models available for use by entrepreneurs and turnaround practitioners in South Africa. To add to this problem previous legislation did not provide any protection to the debtor in any turnaround attempts. New debtor friendly legislation comes into effect in 2011. This research aims to identify the verifiers for signs and causes of potential failure. The construct verifier determinant is theoretically defined and included into a practical turnaround framework. The primary objectives of the study are to: - Identify and theoretically define early warning sign “verifier determinants”
- To design and include “verifier determinants” as an integral part of a turnaround plan that supports corrective action.
- Research the current formal turnaround practices, which are applied in the United States of America, Canada, Australia, Africa and informal practices evident in South Africa. These findings are aligned to include the changes in the applicable South African legislation.
- Design and propose a framework for use by turnaround practitioners and entrepreneurs alike (conforming to new legislation).
- Identify which “verifier determinants” will confirm the early warning and apply this outcome to the design of a reliable turnaround framework, acceptable to all creditors and financial institutions.
- The final objective is to contribute to the South African entrepreneurial, turnaround body of knowledge, and future formal studies in this academically ill-represented field.
- Through comprehensive literature research to identify and theoretically define “verifier determinants” that confirm the early warning sign and causes. Apply in depth interviews to identify the use of verifier determinants by specialist turnaround practitioners.
- Confirm the actual use and value of the verifier determinants by experts and practitioners during turnarounds, Design and include “verifier determinants” as an integral part of a turnaround framework that supports rehabilitation of the business.
- Compare the formal turnaround practices, which are applied in other jurisdictions such as the United States of America, Canada, Australia, Africa will be investigated.
- Adapt the framework cognisant of Chapter six of the companies Act, Act 71 of 2008 requirements and recommend to formal and informal turnaround practices relevant in South Africa.
- business triage
- verifier determinant
- turnaround framework, introducing the constructs “business triage” and “verifier determinant” a timeline schedule for executing the rescue process
Thesis (PhD)--University of Pretoria, 2011.
Business Management
unrestricted
2
GOTTEINER, Sharon Shimon. "The Situability of Turnaround Strategies for Non-Crisis Situations." Doctoral thesis, Universitat Internacional de Catalunya, 2018. http://hdl.handle.net/10803/664847.
Full textAbstract:
For more than three decades it has been suggested that the management practices that had saved collapsing companies, could have also kept them well – if implemented earlier, in a preemptive manner. This research pursued empirical evidence of the same, in view of the impact that such an approach could have on traditional management practices, if validated. Data was collected from tens of CEO of non-cash-challenged firms, regarding their perceptions of a range of corporate turnaround activities. The results revealed that most of the commonly-used turnaround practices tested were highly supported by participants. The results also revealed an important and statistically significant contingency, related with such support. Overall, the results support the conclusion, that corporate turnaround practices are suitable for non-crisis situations too, as long as not prioritizing cash-generation over medium and long-term business considerations. The contribution of such a conclusion is tangible: It may help fill a gap in traditional management science, relating to its coverage of the field of organizational decline, and specifically, how organizational decline should be coped with, and managed. Educational programs in the field of business administration may have an opportunity to get enriched with such valuable and practical “Anti-Decline” materials. Finally, such enriched educational programs may nurture a new generation of future managers, who shall be more equipped with tools to cope with the ever-changing conditions of organizational and business conditions, for the benefit of their shareholders, and stakeholders.
3
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.
Full textAbstract:
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.
4
Bass, Angela Watkins. "Turnaround Strategies at an Underperforming Urban Elementary School: An Examination of Stakeholder Perspectives." Digital Commons at Loyola Marymount University and Loyola Law School, 2011. https://digitalcommons.lmu.edu/etd/259.
Full textAbstract:
In August of 2007, Los Angeles Unified School District embarked on a new journey under the leadership of Superintendent David Brewer toward improving the achievement of some of Los Angeles’ lowest performing schools. By establishing a partnership with the Mayor of Los Angeles, Antonio Villaraigosa, the goal of the improvements was to form a team of talented and experienced educators who would identify schools whose majority of teachers would be willing to be led and supported by these experienced educators under an umbrella organization called the Partnership for Los Angeles Schools in agreement with United Teachers of Los Angeles. The Deputy Mayor, Ramon Cortines, recruited me, the researcher of this study, to serve as Superintendent of Instruction of the Partnership in February of 2008.
For two and a half years, I, along with 28 team members worked tenaciously to develop and implement a model that would accelerate achievement. While there were numerous initiatives and programs attempting to improve student performance in the lowest performing schools, no initiative in the district alleviated teachers from the day-to- day constraints of district policies and procedures. The reform model developed by the Partnership for Los Angeles Schools was the focus of this research. An analysis of the implementation of the Partnership Model at one particular site, Excellence Elementary School, yielded results that examined if the Partnership Model was able to successfully transform outcomes in an underperforming school.
5
Joson, Gerardo R. "Turnaround strategies : key factors for corporate recovery in the electricity industry of New Zealand and the Philippines." Curtin University of Technology, Curtin Business School, 1997. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=9550.
Full textAbstract:
This research is about the problem of identifying key factors for corporate recovery of electric utilities in New Zealand and the Philippines. Its primary objective is to learn from the experiences of three regulated government utilities and one small private distributor that are involved in the three sectors of electricity business in power generation, transmission and distribution. How these firms survived their decline problems, and managed and sustained their turnaround efforts is the focus of this study. The results indicate the importance of change management, leadership, cost reduction and financial control in reversing the decline of these firms. Also underscored are the crucial role of efficiency improvement and achievement of profit together with winning employee commitment and broad stakeholder support in sustaining the recovery effort.These comparative case studies were undertaken at a time when crises and turbulence affected the management and organisation of electricity businesses in the Asia/Pacific region, particularly New Zealand and the Philippines. Electric utilities in both countries are regulated and less vertically integrated than anywhere else in the region. Significant changes to the ownership and control of these firms and their competitive relationships over the past decade have complicated the way strategic problems and issues have to be resolved. In the meantime, threats and pressures from all stakeholders have made the management and operations of these utilities difficult.Thus, a critical review of their specific circumstances and predicaments is in order for similarly affected enterprises to avoid past errors and to replicate only the strategies that may suit them. In this regard, this work contributes to the enrichment of the existing body of knowledge in business policy and strategic management that has been fast evolving during the ++nineties in electric utilities around the world.
6
Dadisman, Jeffrey Mark. "Results of the implementation of turnaround strategies for the Maquoketa United Methodist Church based on Natural Church Development." Available from ProQuest, 2008. http://proquest.umi.com.ezproxy.drew.edu/pqdweb?index=3&sid=7&srchmode=2&vinst=PROD&fmt=6&startpage=-1&clientid=10355&vname=PQD&RQT=309&did=1626351421&scaling=FULL&ts=1263918316&vtype=PQD&rqt=309&TS=1263918326&clientId=10355.
Full text
7
Lai, Chee Chuen. "Corporate restructuring and turnaround : an exploratory study of the determinants and effectiveness of corporate restructuring strategies by troubled UK firms." Thesis, City University London, 1997. http://openaccess.city.ac.uk/8274/.
Full textAbstract:
In spite of decades of research into corporate turnaround strategies, corporate failures persist. Knowledge of remedies appears to be a necessary but insufficient condition for turnaround. There exists yet a serious gap in extant knowledge on what motivates managers to choose or avoid well-documented restructuring strategies. Further, extant research has focused predominantly on severely distressed firms. Though contributing immensely to corporate management out of a crisis, it throws little light in the direction of management to avoid a crisis, and thus avoidance of economic value destruction. Also, no large sample analysis has properly tested the general effectiveness of prescribed turnaround strategies. This research attempts to fill these empirical gaps by exploring three key research questions: I. What are the determinants of restructuring strategy choice in response to performance decline 2. How effective are the prescribed turnaround strategies in contributing to corporate turnaround from performance decline? 3. Are the turnaround strategies equally applicable and effective to both poorly performing and financially distressed firms? We integrate the disparate studies to date and devise a coherent framework for performance decline research and corporate restructuring. We also design a comprehensive strategy determinants framework for explaining the firm strategy selection process corporating the impact of lenders, owners, corporate governance structure and control factors. We employ the standard event study methodology to examine effectiveness of strategies. We then separate implementation success from other sources of strategy effectiveness- choice, timing and intensity of restructuring strategies. We also explore differences in the determinants and effectiveness of strategies between two samples comprising nearly 300 poorly performing and 200 financially distressed firms, as a function of the extent of firms' performance decline. Our results show that turnaround strategy choices are significantly influenced by the complex interplay of the ownership structure, corporate governance and lender monitoring of the firms in decline. While there is agreement among stakeholders on certain strategies there is also evidence of conflict of interests. The results also show the somewhat detrimental effects of dominance by certain stakeholder groups. However, no support for managerial inaction as a contributor to non-recovery from performance decline iss found. Instead of being paralysed by inertia, managers of on recovery firms appear to take vigorous and intensive restructuring actions. Our results suggest the root cause of non-recovery is bad implementation of restructuring strategies. Although pursuing similar strategies, non-recovery firms' managers are perceivedb y the markett o be far lesse ffective in their implementationst han those of recovery fin-ns. Comparative analysis of poorly performing and financially distressed firms reveals a striking similarity in determinants of strategy choice but some differencesi n the impact of restructurings trategieso n corporatet urnaround.
8
Carter, Dennis Gale Jr. "The Simultaneous Implementation of Two School Improvement Models in a Rural Southwest Virginia School System." Diss., Virginia Tech, 2014. http://hdl.handle.net/10919/70973.
Full textAbstract:
The purpose of the study was to describe the process of simultaneous implementation of the Indistar model of school improvement and the University of Virginia School Turnaround model of school improvement and how those models influenced school improvement practices in a rural Southwest Virginia school system. Best practices from each of the school improvement models were identified and adopted, which led to the establishment of a hybrid model of school improvement. The study documents how and why the practices were adopted and used in the hybrid model.
The paper includes a literature review which examines the evolution of school improvement in the U.S. The description of the historical development of school reform sets the context for in-depth reviews of five current research studies. The studies selected for review, as well as the research study, focus on the role of the central office in school improvement. A synthesis of the studies' findings provided evidence that further research was needed.
Data sources for the study include an individual interview of the superintendent, focus group interviews of central office administration and school leadership teams, archival records, and documents. The focus group interviews were conducted to describe the process of implementation of the two school improvement models and to identify school improvement practices that were adopted by the division.
This study identifies the practices that were adopted and implemented throughout the rural Southwest Virginia school system. Best practices that are used in the hybrid model of school improvement are Professional Learning Communities, acceleration teams, 90-day school improvement plans, and a tiered remediation program. Barriers to implementation of school improvement were time, the initial lack of support in the Indistar model, involvement, and the understanding of data and data analysis. The themes of professional development, external and internal supports, and sustainability of school improvement are discussed in Chapter 5. Recommendations for practice and future research are presented.Ed. D.
9
Prinz, Pascal. "Turnaround Strategies in Response to the Asian Crisis A Large-Sample Study of the Role of Asset and Cost Retrenchment in Singapore /." St. Gallen, 2004. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/01666023001/$FILE/01666023001.pdf.
Full text
10
Salenborg, Elizabeth, and Therese Stålered. "Recession-proofing : - A case study of how Small and Medium-sized Enterprises remain resilient during times of recession." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-27692.
Full textAbstract:
The world today is confronted by the worst financial and economic crisis since the Great Depression of 1920’s. Due to the financial system being globalised and interdependent, the contagion effects of the financial crisis trickled down to Europe and ultimately triggered the recession of 2007-2009, which had far-reaching repercussions on cross-border economic activities. The severe international downturn had a significant effect on the Swedish economy and Swedish SMEs. Moreover, the recession has heightened economic uncertainty and combined with the existing challenges facing SMEs, created one of the most difficult business climates in decades, hence, a prevailing need for creating resilience. The purpose of this study is to examine how Swedish Internationalised SMEs remain resilient during times of recession. This will be studied through investigating what resources and capabilities were crucial for building resilience and how the SMEs changed their strategy during the recession to remain resilient. The study is conducted through a qualitative case study and an abductive approach in order to get a profound insight into the firm’s behaviour. The theoretical framework is founded on the area of strategy and resilience, by accounting for strategy formulation, the RBV, resilience and strategic change. Moreover, the empirical chapter presents the results of the data gathered from the six case companies and is structured according to the companies and the three research problems. In the analysis, the patterns emerging from the theoretical framework and the empirical data is analysed based on the three research problems through trying to understand the underlying reasons for the emerging patterns. The study conclude that Swedish internationalized SMEs remained resilient during the recession of 2007- 2009, through reconfiguring its critical resources and capabilities, and changing their strategy to adapt to the changes in the external environment caused by the recession.
11
Mnisi, Pleasure R. "The impact of Management Operating Systems on performance improvement through the lens of the coal mining industry, and its relevance to private equity turnaround management strategies." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52256.
Full textAbstract:
Global mining productivity has hit new low levels and has been on an estimated 24% steady decline over the past decade. Productivity decline was rated the number one challenge in the mining sector. In this study we will examine the management operating system's impact on performance and its relevance to private equity turnaround strategies.
Through a literature review the following recommendations were identified : addressing the integration gap, embedding effective management operating systems, prioritising operational excellence, and integrating the number of participants in the mining value chain to improve performance. Following the literature review, three research questions were identified : Does the design and implementation of MOS impact operational performance improvement positively? What is the impact of MOS non-financial performance measures on business performance improvement? Is there a significant difference in EBITDA performance pre and post-MOS implementation? To answer these, the study was divided into two quantitative research phases : An online survey questionnaire to 59 MOS experts with a response of 32, to gain their opinions and comments on nine items; and the analysis of secondary data from four mining operations to examine the pre and post-MOS tonnage, EBITDA performance, and the correlation between tonnage output and direct operating hours.
The study found that when comparing tonnage output of the mine pre and post-MOS implementation, tonnage output post-MOS implementation was higher. Furthermore, EBIDTA earnings pre and post-MOS implementation were sustained over the period under coal prices were reported to have dropped by almost forty percent. Moreover, the study found that MOS's strength lies in its ability to improve accountability and behaviours, influencing issues within management control and integrating all levels of the management teams. Ultimately, this improves productivity and performance. The study furthermore suggested that MOS is more relevant to turnaround strategies and private equity firms as a management tool for executing operational strategy, improving productivity and performance improvement, especially as far as underperforming companies were concerned.Mini Dissertation (MBA)--University of Pretoria, 2015.
vn2016
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
12
Roberts, Ian. "The role of management in the turnaround process." Thesis, University of Manchester, 2015. https://www.research.manchester.ac.uk/portal/en/theses/the-role-of-management-in-the-turnaround-process(9ac4e2c1-cd5f-4f56-a16f-f323c9f59c78).html.
Full textAbstract:
This thesis is entitled The Role of Management in the Turnaround Process and is presented for the degree of Doctor of Business Administration at the University of Manchester by Ian Roberts in April 2015. Inquiry into turnaround has largely has been carried forward in two broad areas of study: strategy and management. Strategy research has attempted to identify a single or limited number of strategies which apply in all turnaround situations, while management studies have concentrated on managers themselves or some of the techniques they employ. Neither school has systematically analysed how turnarounds are actually implemented in dysfunctional organisations and both schools are weak in extant theory. As a consequence, a holistic explanation of the process leading from crisis to viability is lacking. This thesis addresses these lacunae in three ways. Firstly, it provides a systematic study of how professional turnaround managers implement the turnaround process over time. Secondly, it applies a unique and complementary mix of extant theory which addresses both cognitive and organisational aspects of strategy formulation and implementation. Thirdly, it presents a holistic turnaround model based on six core constructs which are argued to be necessary and sufficient to explain the dynamics of the turnaround process. The thesis adopts a mixed-methods approach. A survey is used in order to gather data from turnaround professionals on implementation methods. This data is then subjected to statistical analysis in order to identify the most important factors for implementation. These concepts are then blended into a conceptual framework which is tested for its explanatory and predictive power on a matched pair of turnaround case studies of two mid-sized UK manufacturing companies in the household goods sector, one of which executed a successful turnaround and one of which failed in the attempt. The model is able to explain and predict the outcome in both cases. The thesis is one of only a handful of turnaround studies which employs a rigorous case study research protocol. Its principal contribution is that of a middle range turnaround theory of the causal factors leading from organisational crisis to dissolution or viability.
13
Liptáková, Kristýna. "Změna strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222149.
Full textAbstract:
The Master’s thesis deals with the strategy analysis of current situation in a nameless company carrying business in power engineering. On the basis of recognized matter encourage proposals which are important for improve of standing in a company.
14
Askarova, Samira H. "Managing Successful Strategic Turnarounds: A Mixed Methods Study of Knowledge-Based Dynamic Capabilities." Case Western Reserve University School of Graduate Studies / OhioLINK, 2021. http://rave.ohiolink.edu/etdc/view?acc_num=case162636803542875.
Full text
15
Pinheiro, Leonardo Miguel Soares. "Aplicação de processo de reestruturação empresarial : estudo de caso - Termetal, LDA." Master's thesis, Instituto Superior de Economia e Gestão, 2018. http://hdl.handle.net/10400.5/18038.
Full textAbstract:
Mestrado em Ciências EmpresariaisEste projecto consistiu na concepção de uma metodologia para implementação de uma reestruturação empresarial, de uma Micro empresa portuguesa em situação de crise, na área da metalomecânica. A vertente teórica fundamenta-se numa revisão da literatura, tendo-se observado uma notável discrepância nas perspectivas e definições dos investigadores, com uma abordagem baseada em factores de declínio e crise das empresas e nas estratégias por elas praticadas. No decorrer da investigação, procurou-se sempre interligar a componente prática com a teoria investigada. Mediante um estudo de caso, que envolveu análise documental das informações financeiras, análise da cadeia de valor, do mercado externo e posterior concepção de uma matriz SWOT, realizou-se um diagnóstico da situação actual da empresa que permitiu delinear os objectivos e a proposta de estratégia futuros. A decisão final teve por base um estudo de viabilidade da implementação dos planos estratégicos - denominados "As Is" e "To Be" - assente numa metodologia de avaliação do valor dos capitais próprios no final do período considerado de reestruturação do negócio.
This project consisted of the conception and application of a practical methodology of the implementation of business restructuring in a micro portuguese company at a risky situation within the metalomechanics area. Basing the theorical aspect on a literature review we observed a great discrepancy between the investigators´perpectives, in an approache based on the facts leading to decline and company crisis, and the common practiced strategics. In the course of the investigation, methodology was based on the diferent author´s points of view, always interlinking the practical aspect and the investigated theory. Through a study case which involved financial documental analysis, value chain and external market analysis and posterior conception of the SWOT matrix, a diagnosis of the company´s actual situation was carried out which permitted a delineate of a future strategic proposal. The final decision feel upon a viability of implementation of the strategic plans´ studies comparison - called "As Is" and "To Be" - based on actualized equity market value evaluation methodology from the final of the period considered in the business restructuring.
info:eu-repo/semantics/publishedVersion
16
Tai, Tseng Chia, and 曾嘉泰. "Study on the Selection Relationship between Turnaround Situations and Turnaround Strategies." Thesis, 1995. http://ndltd.ncl.edu.tw/handle/00010394035388936531.
Full text
17
Yang, Chuan Chuan, and 楊娟娟. "Turnaround strategies of Taiwanese PC companies:A transformation to smartphone." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/48498621525469754009.
Full textAbstract:
碩士國立政治大學
經營管理碩士學程(EMBA)
99
In this study, we apply the method of “case study” for the transformation of computer companies into smart phone industry in Taiwan. Using literature review and domain knowledge to reduce the individual bias, the study variables are defined, and the research framework is also proposed. Through interviewing with those companies, the strategy of transformation and critical success factor are analyzed in order to provide the references of business transformation in the future. As the result of study, the critical success factors are concluded as following：(1) It will increase the cost of learning curve if to ignore the integration between organizations during the transformation and merger. (2) “Innovation” and “quality” are the critical strength to fix chasm for brand strategy in the turnaround. (3) To formulate the strategy of procurement, it should be tied in corporation goal and regard it as the core competence. (4) A corporation abandons itself to former successful model during transformation into new industry, which will affect the frame of strategic direction and its business execution. (5) For the placement of organizational resource for turnaround, corporation should deeply consider for the cultivation of core competence in corporation. Besides, to obtain more assistant resource inputs from government to reduce the organizational pressure of return of investment. Keywords： Smartphone, Corporation Transformation, Turnaround and resource-based Theory.
18
吳思嫻. "The Effect of Turnaround Strategies on China Special Treatment Company." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/59757942011205574186.
Full textAbstract:
碩士國立政治大學
會計研究所
96
Put listed companies under special treatment (ST) is a mechanism implemented in China capital market for suspending and terminating listed companies that suffer continuous losses. Based on a sample of 134 ST firms over the period of 1998 to 2008, this research investigates the types and their related effects of turnaround strategies employed by the China ST companies. The univariable anaysis shows that the turnaround ST firms are more inclined to adopt strategies associated with operating and asset restructuring activities, while the firms failed to recover are more likely to adopt strategies related to managerial and financial restructuring activities. In the regression analysis, the empirical results show that turnaround strategies have incremental explanatory power beyond the control variables. In addition, the findings also indicate that strategies related to managerial restructuring (changes in board directors or managers), operating restructuring (cost reduction, revenue generation and sales of fixed assets) and asset restructuring (improve information system and the relationship with strategic alliance) activities contribute most to successful corporate turnarounds. However, inconsistent with the expectation, the strategy related to financial restructuring activities is negatively associated with the ST turnaround.
19
王立苹. "The Identification of Announcement Windows and Abnormal Return for Turnaround Strategies." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/67198117338634756910.
Full textAbstract:
碩士義守大學
管理科學研究所
91
In order to avoid to failure or bankruptcy, companies used a series of turnaround actions to response the poor performance. Turnaround actions were hoped to influence companies’ value, and change the investors’ expectation. However, the past studies had many opinions about using reduction or extension turnaround actions. For this reason, we used the correct M&M theory to explain the severity of turnaround situations. By this theory, companies used opposite debt policy to maximum the companies’ value under different turnaround situations, and they might influenced the stock price. We used financial distress situations to separate the turnaround situations into two parts. First companies were under turnaround situations, but not yet distressed. Second, companies were under turnaround and distress situations. Therefore the reason of selecting turnaround actions could be explained. So our study used financial distress situations to separate the turnaround situations and then measuring the influence of abnormal stock return for turnaround action announcement in different situations. We use event study methods to understand the relationship between stock prices and the announcement of turnaround events. However, applying event study methods, researchers were usually setting events window subjectively. These measured the event’s effect incorrectly. As if, narrow window was chosen and then it caused incomplete information and conditional heteroscedasticity. On the other hand, a wide window was chosen and then the interesting features of event would be lost by other interfering events. With the concept of structural change, this study discussed the change point and period of events, and adopt a Threshold Autoregressive model to correctly identify the range of events windows. With establishing the window objectively, we completely observed the abnormal return of turnaround events’ announcement. Beside, we used five-factor model to predict and explain the abnormal return. According to our analysis, we find the result as followings：Except the join-venture and M&A had negative abnormal stock return under the turnaround situations not yet distressed and turnaround already distressed situations, others events’ results were matched our expectation under two separate situations. This conclusion was identical with the correct M&M theory. Therefore turnaround strategies should coordination the severity of turnaround situation. When decline softly company should use growth strategies to maximum the company’s value. When decline serious to distress, company should use reduce strategies to maximum the company’s value. This study explores the influence of abnormal stock return for the announcement of turnaround actions and improved the defects of event study method. By measuring the windows of events objectively, we provided the reasonable abnormal return of the events announcement.
20
Hu, Po-Yu, and 胡伯瑜. "The Impact of Turnaround Strategies on Organizational Commitment and Job Insecurity." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/48988718871469041400.
Full textAbstract:
碩士國立中興大學
企業管理學系所
99
Turnover strategy, the company implements a serials of strategies to overcome the crisis of organization strategy and environment unmatched which cause by rapid external environment change. This research focus on the process of change in the Taiwan enterprise in 2008 financial tsunami. The research purposes have three points; First, to understand if the company`s turnaround strategies effected the performance. Second, to understand the staff perception about the changes. Third, to understand if the perception of change would affect the staff`s job insecurity and organizational commitment. This research is divided into two stages; at first, we interview 24 manufacturers in the industrial park to understand their operation conditions and response strategies during financial tsunami, and also the effect of strategies to the staff`s job insecurity and organizational commitment. Then, we sum up the interview result into a proposition .The second stage is quantitative research, we transfer the proposition which sum up at the first stage to the research structure, and establish the hypothesis to verify by questionnaire survey. We investigate 104 manufacturers, and there were 500 valid questionnaires returned from 178 managers and 322 staff. This study conduct hierarchical regression analyses and hierarchical linear modeling to test our hypotheses. The empirical results show that management strategies have significantly positive relationship to improvement of organizational performance, and also have significantly positive relationship to the perception of change benefit, future development, communication degree and work guarantee. On the other hand, cutback strategies have significantly negative relationship to the perception of future development, and Restructuring strategies also have significantly negative relationship to the perception of work guarantee. In contrary, growth strategies also have significantly positive relationship with the perception of work guarantee. In perception of change for the impact of job insecurity and organizational commitment, the research results show that The perception of work guarantee have significantly negative relationship with job insecurity, and the perception of communication degree have significantly positive relationship with organizational commitment. According to the findings, this research suggested that during the process of turnover strategies, staff are more important than cost down, if organization keep cost down and ignore staff perception it may cause staff feeling insecurity. Organization should communicate with staff and encourage staff`s participation, these could increase commitment between organization and staffs.
21
Chingosho, Elijah Wing Commander. "Turnaround strategies for SADC airlines with specific reference to Air Zimbabwe." 1998. http://hdl.handle.net/10500/16523.
Full textAbstract:
The financial and economic performance of SADC airlines has been poor for some time. The governments, citizens of SADC countries and donor agencies are no longer tolerating the existence of the loss making foreign currency intensive, prestige national airlines. This dissertation seeks to find ways to turnaround the poor performance of SADC airlines.
The dissertation focused on the three basic turnaround strategies of cost leadership, differentiation and focus.
The McKinsey 7-S framework was used to analyse the strengths and weaknesses of SADC airlines.
The external (operating) environment was also analysed to determine the opportunities and threats. A study was carried out of some successful turnarounds of British Airways and Scandinavian Airline System. Singapore International Airlines, one of the most successful airlines in the world, was also studied in detail.
The study showed that the strategy of cost leadership while focusing on domestic and regional operations was most likely to result in optimal performance of SADC airlinesEconomics and Management Sciences
M.Com. (Transport Economics)
22
FENG, DE-TAI, and 封德台. "Case study:the turnaround strategies of six financial crisis firms in Taiwan." Thesis, 1988. http://ndltd.ncl.edu.tw/handle/79003354004823507678.
Full text
23
Wang, Pao-Wei, and 王葆瑋. "A Research Regarding Enterprises’ Turnaround Strategies – A Case Study of ‘‘A” Company." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/50714536231732559343.
Full textAbstract:
碩士實踐大學
企業管理學系碩士班
97
ABSTRACT In the changing business world, there are various challenges testing companies’ surviving capability. These crises could be a result of sudden shift in external environment or a result of poor business management. No matter what causes these crises, very few companies can successfully carry over the crises. Through a case study on the world’s largest blind manufacturer A Company’s turnaround experience, we hope to provide management of the same interests some inspiration in company positioning, strategy planning, and crisis management. A Company was established in 1974 and expanded quickly under a favorable macro-environment. Nevertheless, low entry barrier in the industry finally led to fierce competition and made A Company suffered from a three-year consecutive lost since 1995. Fortunately, the management successfully transformed the company and made it recover from the crisis. Through interview with high-level management, we concluded that the key to A Company’s successful turnaround lies in the integration of value chain, which helped A Company find its own position in the low entry barrier and low brand loyalty industry. Value chain integration not only helped A Company built an irreplaceable multi-functional platform but also helped it develop a higher margin new business. The challenges A Company faced is not unique to it but very few companies can successfully recover from the trough. At the end of the essay, we came out with three managerial suggestions in the hope to provide managements of all fields some inspiration when designing strategies for their own companies that companies should be prepared for challenges in times of peace, branding is not the only way to add value, and mass customization offers a blue ocean for traditional manufacturers. Key word: Turnaround, value chain, transformation
24
Peng, Lee, and 李芃. "Declining Causes and Turnaround Strategies in Taiwanese Small- and Medium Sized Enterprises." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/77941149618994261923.
Full textAbstract:
碩士國立成功大學
企業管理學系碩博士班
94
Small- and Medium- Sized Enterprises (SMEs) have been the backbone of Taiwan’s economic development since 1960s. Compared to large enterprises in Taiwan, SMEs have higher possibility to end in failure due to limited resources and competitive global market. Therefore, Taiwanese SMEs are strongly recommended to understand how to survive the threat of business downturns and how to turn around the crisis situation. The present study develops a questionnaire to investigate the relationship between their declining causes and turnaround strategies. I tend to find out the turnaround strategies in responding to the internal and external declining causes. There are two major findings in the present study. 1. The Taiwanese SMEs tend to adopt the operating turnaround approaches to deal with the declines attributed to the internal causes; whereas they tend to adopt the strategic turnaround approaches to deal with those due to internal causes. i. The main internal causes are ‘Unqualified professional skills’ and ‘Overly high operating cost.’ The main responding operating approaches to those internal causes are ‘Enhance employees’ ability of administration,’ ‘Cost reduction,’ and ‘Reconsider the quality and operation procedure.’ ii. The main external causes are ‘Increasing competition,’ ‘Global and national economic downturns,’ ‘Difficulty in expanding distribution channels,’ and ‘Market economic downturn.’ The main responding strategic approaches to those external causes are ‘Effectively implement business policy,’ ‘Enhance R&D ability,’ ‘Actively respond to any external change,’ and ‘Have insight into future booms.’ 2. The Taiwanese SMEs tend to adopt two sorts of responding approaches to deal with the external causes. i. When SMEs deal with the business declines due to the controllable, external causes, they adopt market-oriented strategic approaches: ‘Analyze the main competitors,’ ‘Investigate why big clients change their interests,’ ‘Find out niche market to maintain basic profit,’ and ‘Have insight into future boom.’ ii. When SMEs deal with the business decline due to the uncontrollable, external causes, they tend to stay optimistic: ‘Actively respond to any external change.’
25
Ramalho, Diogo Miguel Pacífico. "Financial distress and corporate turnaround strategies : an empirical analysis of 11 US industries." Master's thesis, 2021. http://hdl.handle.net/10400.14/35294.
Full textAbstract:
In this dissertation, extant research and analysis of corporate restructuring strategies for 11 U.S industries have been conducted. One set out to analyze the effectiveness of restructuring strategies in each industry as well as for a unique model that comprises all sample firms and controls for industry specificness. Hence, an extensive empirical study that shall consist of 2471 financially distressed companies divided between 11 U.S industries for a period of time between 2000 and 2018 was considered, tacking their turnaround strategies during the post-distress situation. The strategies analyzed were operational restructuring actions, financial restructuring decisions, and asset-based considerations. Additionally, context variables were considered, such as firm size, the company’s prior performance, distress severity, and the firm’s financial capacity. Considering the modeling aproach, a univariate analysis was conducted for each industry, followed by a multivariate logistic applied as well to the same industries and to the final Model. The results obtained showed that operational restructuring actions play a crucial role in each firm’s turnaround process. Additionally, the study shows that managers from U.S companies, during the time-span considered, gave more importance to financial restructuring actions despite the strategies' effectiveness.Nesta dissertação foi conduzida uma pesquisa e análise das estratégias de reestruturação corporativas para 11 indústrias dos EUA. A dissertação propõe analisar a eficácia das estratégias de reestruturação em cada setor, bem como de um modelo único que compreende todas as empresas de amostra e controla para especificidades de cada indústria. Portanto, um extenso estudo empírico que engloba 2.471 empresas em dificuldades financeiras, divididas entre 11 indústrias dos EUA por um período de tempo entre 2000 e 2018, foi considerado, abordando as estratégias de recuperação das mesmas durante o ano de stress financeiro e os dois anos após. As estratégias analisadas foram ações de reestruturação operacional, decisões de reestruturação financeira e considerações relativas aos ativos de cada empresa. Além disso, variáveis de contexto, como o tamanho da empresa, a performance anterior, a gravidade das dificuldades financeiras, e a capacidade financeira da empresa foram consideradas. Considerando a metodologia aplicada, foi realizada uma análise descritiva para cada setor, seguida de um conjunto de regressões logísticas aplicadas aos mesmos setores assim como ao modelo final. Os resultados obtidos mostraram que as ações de reestruturação operacional desempenham um papel crucial no processo de recuperação de cada empresa. Além disso, o estudo mostra que gestores de empresas norte-americanas, no período considerado, deram mais importância às ações de reestruturação financeira, apesar dos resultados demonstrarem o contrário.
26
Yang, Ya-Chu, and 楊雅竹. "The Study on the Relationships between Declining Firms' Characteristics and the First-time Turnaround Strategies." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/2h6w2e.
Full textAbstract:
碩士國立東華大學
國際企業學系
100
The purpose of this study is to delineate the relationship between characteristics of firms facing deteriorating performance and turnaround strategies these declining firms will adopt. From the perspectives of RBV (resource-based view of the firms), we use several indicators to show a firm’s characteristics including a firm’s slack as the proxy of the firm’s resource it can employ. The data set was collected from the TEJ (Taiwan Economic Journal Financial Databank), and the samples are firms in all industry in Taiwan expect financial industry covering the period from 1996 to 2010. The results indicate that during the first-time turnaround, (1) large-scale and old firms, which represent the richer resource, are likely to take retrenchment in operating turnaround; (2) firms with greater performance in the decline period or with more slacks will re-allocate resource to re-focus markets, products and/or businesses; and (3) firms, which were with poor performance in the decline period, will seek external resource to gain support for a turnaround.
27
PinFang and 方斌. "Resource-Based Analysis of Organizational Turnaround:Comparing Turnaround Strategies between Firms in Growth and Maturity Stage." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/36513637824823346317.
Full text
28
Chu, Yao-Nong, and 朱耀農. "An Explorative Study on the Reorganization and Turnaround Strategies of Financial Distressed Companies in Taiwan." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/23069881299864102008.
Full textAbstract:
碩士國立臺灣大學
國際企業學研究所
93
In the past two decades, domestic economy in Taiwan has changed rapidly due to cascades of changes of global economy. Accordingly, the appealing cases for corporate reorganization or bankruptcy due to insolvency were increasing tremendously. Unless a successful turnaround results comes out, corporate reorganization or bankruptcy eventually will not only create social instability due to a large-scale of layoff or downsizing, but also negatively affect local economy as a whole. However, many evidences show that many companies who appeal for reorganization simply try to prevent the creditors from exercising their claims, but are not working toward the goal of restoring the company value. In addition, although the newly revised corporate law offers a legal framework for corporate reorganization, it is not thorough enough to drive those financially distressed companies to pursue a successful turnaround. The present research is motivated by this concern and attempts to unravel the critical successful factors of turnaround cases after reorganization appeals by undertaking a qualitative research approach. To achieve this research goal, we choose two turnaround cases almost occurred at the same time period in Taiwan. One case is ended up with a successful turnaround while the other one is still in struggling and expected to be a failure case. By comparing case with contrasting results, we are able to draw common factors leading to differential results and hence postulate a set of successful turnaround strategy. This study found that the major shareholder’s commitment to restoring the financial viability of the financially distressed company, not simply avoiding the creditor’s claiming, is essential its turnaround results. Given their commitment, a bona fide personality of the execution team for turnaround is critical to achieving a success. We suggest goals pertaining to short-, mid-, and final-term of the corporate reorganization processes, which are (1) stabilizing the operations, (2) cleaning up assets and debts, and (3) rebuilding the operations respectively, and should be closely followed based on the legal guidance to ensure satisfactory results.
29
Hsiu, Jung Lu, and 盧秀蓉. "A Study of the Turnaround Strategies of Traditional PBX Manufacturer - a Case Study of KEY Communications." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/58551978595227201143.
Full textAbstract:
碩士淡江大學
商管學院高階主管管理碩士學程
91
This study is a case study of turnaround strategy, to discuss a Taiwanese traditional PBX manufacturer, the KEY Communications, which suffers from a dramatically change of industrial environment and technology. As the KEY faces the challenge of everlasting operate under such huge change, how to decide when to start to turnaround in order to get a dramatically improvement; and how to be aimed at the risk explosive point to search for an effective and total solution so as to thoroughly improve the enterprise constitution and break through the bottle neck.After researching the relative literature and information collected, to analyze the movement of global economical environment, telecom industry technology and structure. Then, to discuss the survival of the traditional PBX industry, moreover to diagnose and analyze the KEY overall, to distinguish what kind of risk that the KEY sank into and any opportunity to rescue.The success key factors of turnaround are: ‘to replace manager’ (choose the right person), to review and re-define all the business and policy (choose the right product and do the right thing), to gather the resource directed to the strategy, and execution (do the things well and correctly), that is to progress the turnaround management effectively. Under the structured turnaround procedure, according to the diagnosis result of the KEY, to choose the optimized turnaround strategy and provide solution suggestion. First step is to re-position for the KEY in the future industrial network. The second is to adjust business and product developing strategy, which should be directed to the new position. Finally, to frame out the alternatives of organization and ability improvement based on the suggested strategy.Everybody knows most of the same management strategy theories, but there is always something different happened to them. The major differential is innovation, furthermore you should keep sharp and high mobility, to chase for the most beneficial environment.
30
Chen, Yu-Chieh, and 陳雨婕. "A Systems Thinking Perspective of Turnaround Strategies in Declining Enterprises － A Case Study of W Company." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/52982089754187766500.
Full textAbstract:
碩士大葉大學
企業管理學系碩士班
98
The global financial crisis in 2008 led to panic the world economy, which has been hailed as outstanding also includes major multinational enterprises. The same is declining companies, some can change the strategy and then to revive, but some companies cannot get rid of the burden still devastating. The SMEs has been the driving force for economic development in Taiwan, they point to the different time facing the decline due to various reasons, the revive key factor is discovery what is a crisis, and change the thinking strategies to find the correct change in time, the company that W company as one example. therefore, this study will be a dynamic perspective to analyze the process of turning business strategy decline to fill literature of single previous, linear thinking, and by W company's case which through the viewpoint of systems thinking, building non-linear and multi-loop characteristics of causal loop diagrams to understand what is the dynamic structure of the decline.
31
Lee, Anthony, and 李廣浩. "The Study of Turnaround Strategies for Corporations under Depressive Environment — The Case of the Fiber Optic Industry." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/58265337019410746115.
Full textAbstract:
碩士國立臺灣大學
國際企業學研究所
91
THESIS ABSTRACT GRADUATE INSTITUTE OF INTERNATIONAL BUSINESS NATIONAL TAIWAN UNIVERSITY STUDENT NAME：ANTHONY LEE MONTH / YEAR:JAN / 2003 ADVISER：: DR. MING-JE TANG THE STUDY OF TURNAROUND STRATEGIES FOR CORPORATIONS UNDER DEPRESSIVE ENVIRONMENT ---THE CASE OF THE FIBER OPTIC INDUSTRY In year 2001, the fiber optic communication Industry faced a huge market crisis right after the last 2 years’ rapid growth. This crisis was caused by the bubble of Internet businesses. Studying four leading corporations in the fiber optic communications Industry, JDS Uniphase Corporation, Corning Incorporated, Lucent Technologies Inc., Nortel Networks Corporation, and one Taiwanese high tech company Microelectronics Technology Inc., this thesis analyzes their turnaround strategies under such a depressive environment. The theoretical models of this thesis are based on the academic research papers relevant to turnaround situations, turnaround strategies and the steps of turnaround strategies as well as industrial experiences. According the cases mentioned above, a company under the turnaround situations normally carries out the following actions. 1. Downsize and restructure the corporation with massive layoffs. 2. Replace CEO or top management team. 3. Reduce costs/capital expenditures. 4. Liquidate assets, 5. Enhance the cash flow by issuing bonds, convertible bonds, and preferred stocks. 6. Refocus on core businesses. The study also finds the following facts from the actions that taken by these distressed corporations. 1. Downsizing and retrenchment were normally carried out only after the corporation experiencing huge operation losses, sales decreases and facing an uncertainty future environment. 2. Before carrying out new turnaround strategies, they will set-up a target breakeven point. 3. The best opportunities for M&A are presented in the depressive circumstance. 4. As fixed assets are sunk cost, the corporation will liquidate fixed assets only if their survival is threatened or they faced a high level of uncertainty. 5. Investors are not interested in equity financing if the corporation had losses or faced a high degree of uncertainty. Rather, they prefer bonds. 6. The corporation can’t survive only if that corporation can keep positive cash flow. 7. The stock price can represent the corporation’s market value. 8. The performance of the actions mentioned above remains to be seen as the industry recovers from such an unprecedented depression. After comparison between case studies and academic research, we suggest the following: . 1. The corporation that facing turnaround situations must take retrenchment strategy to prevent bankruptcy, including both business and financial restructuring. 2. Downsizing action is the first priority. 3. Selling fixed assets is not a necessary selection. 4. Keeping free cash flow and waiting for the recovery. 5. Must try every means to meet the break-even-point. 6. Don’t carry out the radical strategic changes, if the corporation still own the core competencies in the targeted business segments.
32
Vail, Ruth Elizabeth. "High school restructuring and renewal : an exploratory and comparative study of structural and instructional integration strategies applied by successful leaders of turnaround high schools." 2012. http://hdl.handle.net/2152/19639.
Full textAbstract:
This study examined the perspectives of central office personnel, principals, and teachers involved in the school transformation process. This study was guided by the two main questions: (a) What strategies (structural and instructional) do high school principals implement to lead a successful turnaround of a school? and (b) Which strategies seem to be perceived as most effective by principals, teachers, and superintendents, when measured by multiple school effectiveness indicators?
A qualitative case study design was used in an in-depth comparative inquiry of two high schools, which met the criteria of turnaround schools. Data collected were inclusive of interviews, documentations, and historical artifacts to provide insights into the school planning and decision-making process. In addition, the role of the principal and its impact in the selection and implementation of specific strategies were investigated and analyzed against a research-based conceptual framework developed by the researcher, exploring the following components: (a) Principal’s Leadership Role, (b) Structural Integration Practices, and (c) Instructional Integration Practices.
A three-fold investigation was conducted to gain a deeper understanding of schools undergoing restructuring. This three-fold investigation was designed to: (a) Review and summarize extant research related to high school restructuring models that relate to school turnaround, (b) Collect research findings that identify effective instructional and administrative leadership practices adopted by principals to accomplish a successful school turnaround, and (c) Conduct a comparative study of two Texas urban high schools that experienced school turnaround.
This research study revealed that a principal’s leadership role in effectively implementing strategies has a great impact on the school transformation and renewal process of school turnaround. In addition, the perceptions of central office staff and teachers, principals’ structural and instructional practices chosen by schools, demonstrated the utilization of specific strategies school leaders may adopt to ensure a successful turnaround.text
33
Santos, Paulo Jorge Madeira dos. "Declínio organizacional e estratégias de recuperação nas pequenas e médias empresas : uma abordagem holística." Doctoral thesis, 2006. http://hdl.handle.net/10400.2/779.
Full textAbstract:
Tese de Doutoramento em Gestão na especialidade de Contabilidade apresentada à Universidade AbertaO objecto da tese é investigar – tomando como base uma amostra de 122 Pequenas e Médias Empresas portuguesas, utilizando a metodologia estatística de modelação através de equações estruturais (Structural Equation Modeling – AMOS 5.01 do SPSS), analisando numa visão holística – padrões de inter relações entre diversas dimensões organizacionais e ambientais: factor humano, ambiente, recursos e capacidades organizacionais, actuação estratégica, causas do declínio e acções estratégicas de recuperação, com o intuito de melhor compreender a sua influência no nível de desempenho, percebendo as razões (contextuais) do seu declínio e (o contexto e conteúdo) da sua recuperação. Os resultados obtidos evidenciam uma associação directa, positiva e significativa, entre, a menor competência dos recursos humanos e o reduzido acesso a informação interna e externa de gestão, e os baixos níveis de desempenho. Perante a noção da existência de uma elevada competição e uma menor procura dos produtos do sector de actividade, a atitude da gestão baseada num estilo de gestão muito centralizado e com níveis moderados de complacência, relaciona-se de forma significativa com uma actuação estratégica, de crescimento moderado no actual binómio produto/mercado, com uma reduzida utilização de técnicas de rastreio do meio envolvente. Esta actuação estratégica afecta de forma contínua o desempenho, manifestado numa redução do Resultado Líquido do Exercício e na Rendibilidade do Activo. A percepção dos gestores de que a causa do declínio foi devida a um ambiente competitivo, leva-os a implementar um conjunto de acções visando a reestruturação operacional, melhorando a sua competitividade por via da redução da estrutura de custos e do número de efectivos. Tais acções são significativamente influenciadas pelo enfraquecimento da concorrência, pela capacidade negocial de melhores condições de pagamento e recebimento, e pela existência de adequados meios financeiros (fluxos de caixa positivos e financial slack resources). Esta actuação estratégica de recuperação revelou-se determinante na melhoria do desempenho, para a qual também contribuiu de uma forma significativa a actuação comercial e de marketing através da obtenção de informações sobre os clientes (inquéritos e estudos de mercado) e de uma análise criteriosa (selecção) de clientes.
The aim of the thesis was to investtigate – from a sample of 122 small and average Portuguese companies, using structural equation modelling (AMOS 5.01 from SPSS) statistic methodology, analyzing in a holistic view – standards of relationships between several organizational and environment dimensions: human resources, environment, organizational resources and capabilities, strategy, causes of the decline and turnaround strategies. The purpose of this study was to understand at the first time the perceiving contextual reasons influence on organizational performance decline and at second time the context’s and content’s turnaround in the organizational performance recovery. The results evidence a significant direct influence between the lesser ability of the human resources, lower access to the internal and external of management information, and the low level of organizational performance. With an existence of raised competition and a lesser industry products demand, the management attitude based on a higher centered management style and with moderate levels of complacency, becomes significantly related with a moderate growth corporate strategy in the current markets and products, with lower using of scanning environment techniques. This corporate strategy posture influence continuously the organizational performance, showed in a decreased profit and ROI. The manager’s perception that the cause of decline had it origin on a competitive environment takes them to implement a set of operational restructuring actions with the goal of improving its competitiveness. These actions included cost and number of employees reductions. In other way these turnaround actions are influenced by the competition weakness, better receiving and payment terms, positive cash flows and financial slack resources. This turnaround context seems critical to the organizational performance improvement, for which also contributed of a significant form the commercial and marketing performance through the attainment customer’s information (inquiries and market surveys) and customer’s selection analysis.
34
Jungeblodt, Oscar Maria. "Business adaptive strategies in crisis : the case of Heinrich Jungeblodt." Master's thesis, 2021. http://hdl.handle.net/10400.14/35071.
Full textAbstract:
In 2020, the world economy suffered from the economic consequences of a global pandemic of the novel coronavirus SARS-CoV-2. The following case study describes a real-life scenario in which an economic crisis forced a German manufacturer of screws and fasteners to make fundamental strategic adjustments. The family business Heinrich Jungeblodt GmbH & Co.KG was held in the 4th generation and was heavily impacted by far-reaching cost savings and rationalization programs of its customers. The slump in demand for industrial products, rising manufacturing costs and the competitive pressure from Asia acted as a trigger for a strategic re-alignment. To reduce costs and to keep pace with the global competition, the company considered the establishment of an independent trading company.The case study serves as a pedagogical tool for participants to gain an understanding of how to compensate for negative effects in a crisis. It addresses relevant theoretical frameworks and concepts of strategy and organization theory. Additionally, the case offers the opportunity to individually develop appropriate adaptation strategies based on a thorough analysis of both internal and external factors. Finally, the case leads to a reflection on the extent to which production in Europe can be sustained if location factors and cost structures endanger competitiveness with the rest of the world.Em 2020, a economia mundial sofreu consequências económicas devido à pandemia provocada pelo novo coronavírus SARS-CoV-2. O estudo de caso apresentado descreve um cenário da vida real em que um fabricante alemão de parafusos e fixadores foi inevitavelmente forçado a fazer ajustamentos estratégicos fundamentais, devido a uma crise económica. A 4ª geração do negócio familiar Heinrich Jungeblodt foi fortemente afetada por extensos programas relativos à racionalização e poupança de custos, introduzidos pelos seus clientes. A queda na procura de produtos industriais, o aumento dos custos de produção e a pressão competitiva da Ásia desencadearam o desenvolvimento de um reajustamento estratégico. Outras iniciativas de externalização e a criação de uma empresa independente foram consideradas para reduzir os custos e acompanhar a concorrência global. O estudo de caso pretende servir como ferramenta pedagógica para os participantes adquirirem conhecimento sobre como compensar os efeitos negativos de uma crise. Cenários teóricos relevantes, conceitos de estratégia e organização são abordados. Além disso, o caso oferece a oportunidade de desenvolver individualmente estratégias de adaptação adequadas com base numa análise profunda de fatores internos como externos. Por fim, o caso leva a uma reflexão sobre em que medida a produção na Europa pode ser sustentada, se fatores como a localização e estruturação de custos colocarem em perigo a competitividade com o resto do mundo.
35
Pepe, João. "Estratégia de Recuperação de Empresa Aérea - Uma análise do caso GOL Linhas Aéreas." Master's thesis, 2019. http://hdl.handle.net/10400.26/31315.
Full textAbstract:
O setor aéreo assume papel estratégico na integração regional e mundial, bem como na geração de impactos econômicos no mundo contemporâneo. Porém, apesar do contexto favorável à sua expansão, o setor está sujeito às intempéries estruturais e de mercado.
Esta dissertação objetivou analisar a estratégia de recuperação da empresa brasileira GOL Linhas Aéreas durante a crise enfrentada após 2012, com ápice em 2015. Tendo em vista que não foi encontrada publicação acadêmica sobre a questão específica da estratégia de recuperação da GOL, foi realizada pesquisa em páginas eletrônicas brasileiras especializadas em economia e no canal de relações com os investidores da empresa. Adicionalmente, procurou-se entrevistas do presidente da GOL em plataformas de compartilhamento de vídeos.
O corpo gestor da companhia aérea elaborou um planejamento de recuperação que teve como propósito, além da contenção de gastos, o aumento da receita através de medidas que trouxeram atratividade ao segmento corporativo, acarretando maior satisfação de clientes, credores e investidores.
Foram caracterizados quatro pontos principais na estratégia delineada: a contenção de custos, o uso da tecnologia para a otimização e criação de produtos e serviços, a padronização da configuração interna das aeronaves - favorecendo conforto e pontualidade - e a reestruturação da malha aérea em termos de localidades e horários. As mudanças permitiram o reposicionamento estratégico da empresa no setor aéreo, alterando o perfil de low cost para híbrido, com atrativos voltados também para o cliente corporativo. No contexto brasileiro, onde há antecedentes de crises e falências de grandes companhias aéreas, a sobrevivência exige ações preventivas e o constante monitoramento de possíveis crises.The air sector assumes a strategic role in regional and global integration, as well as in the generation of economic impacts in the contemporary world. However, despite the context favorable to its expansion, the sector is subject to structural and market problems. This dissertation aimed to analyze the recovery strategy of the Brazilian company GOL Linhas Aéreas during the crisis faced after 2012, with a peak in 2015. Since no academic publication was found on the specific issue of GOL's recovery strategy, a survey was conducted on Brazilian electronic pages specialized in economics and in the investor relations channel of the company. In addition, interviews were sought from the president of GOL on video sharing platforms. The management team of the airline elaborated a recovery plan that aimed, in addition to containing expenses, the increase of revenue by measures that brought attractiveness to the corporate segment, resulting in greater satisfaction of customers,creditors and investors. Four main points were identified in the strategy outlined: cost containment, use of technology for optimization and creation of products and services, standardization of the aircraft's internal configuration - favoring comfort and punctuality - and the restructuring of the air network in terms of locations and schedules. The changes allowed the strategic repositioning of the company in the airline sector, with the change from low cost to hybrid profile, reaching also the corporate client. In the Brazilian context, where there is a history of crises and bankruptcies of large airlines, survival requires preventive actions and constant monitoring of possible crises.
36
"社會資本轉化: 弱勢小學在類教育市場逆轉重生的策略 = Social capital transformation : the strategies of turnaround school in quasi-education market." 2015. http://library.cuhk.edu.hk/record=b6115505.
Full textAbstract:
本文希望探討弱勢小學如何在教育市場化趨勢下，因為收生不足而被教統局宣佈殺校，然而經過學校持分者的奮鬥，一年後竟能取錄足夠學生，成功逆轉重生。研究對象學校近年取錄的學生人數一直上升，甚至成為社區上受歡迎的學校。弱勢學校在汰弱留強的市場定律下竟能逆轉重生，這個香港教育界的特殊現象，箇中原因及意義便是本文著意的地方。本文採用質性研究方法，邀請兩所位於不同貧窮社區的小學接受研究。兩所小學同樣經歷逆轉重生，其中一所小學甚至兩次殺校。在具體田野操作方面，本文採用民族誌研究方法，筆者透過長時間參與觀察、深度訪談、比較閱讀，整理兩所學校由殺校至今的逆轉發展脈絡。
研究結果發現，兩所能夠成功逆轉重生的學校從：宏觀層面、中介層面和微觀層面，均能啟動和累積社會資本，並轉化為不同類型的資本，包括：文化資本，經濟資本等，以支援學校的非常態運作，避過殺校宿命。此外，研究發現兩所學校的教師團隊同樣呈現一條由社會資本轉化為教學專業資本的脈絡，並在校本課程的編訂和教學法的探索得到成效，讓學生學習蒙受其利，這是學校逆轉的背後策劃能量。
本文期望教育領導人士能重新理解類教育市場脈絡的多端力量，並希望教育領導者了解學校在類教育市場的定位。另外，本文希望讓所有學校持分者重新理解社會資本在教育場域的正面能量。當中尤以校長為核心，啟動和轉化學校社會資本，他的信念和力量將是領導學校逆轉重生，以至持續發展的關鍵。
最後，本文無意為弱勢學校逆轉重生的現象下定論，限於資料收集的局限、類教育市場脈絡、社會資本概念的複雜性，本文主要通過現有的材料和論據，為香港弱勢社群教育這個領域作為開拓研究的鋪墊。
This thesis attempts to answer the question about how a disadvantaged primary school experienced turnaround in a Quasi-education market.
This is an ethnographic study, employing qualitative methods. Two primary schools from two low-income districts were invited to participate. They both suffered from "school closure"(殺校). One of them even went through it twice. Ethnographic research was conducted with Participant Observation, In-depth Interview and Comparative Reading throughout the research duration.
The results of the research showed that two turnaround schools mobilized and accumulated social capital and transformed it into other forms of capital, such as cultural capital and economic capital, in order to support the schools’ contingency plans on macro, meso and micro levels.
Another finding is that the teaching teams of the two turnaround schools also showed a path of transforming social capital into teaching professional capital, including school-based curriculum designs and research into teaching methods. These efforts of the schools succeeded in creating a favorable condition for them not only to survive, but to flourish.
This thesis hopes to call attention to two important facts:
1. Education leaders can benefit greatly from alerting themselves to the Quasi-education market and its related concepts, and also assessing the position of their own schools in it.
2. Stake-holders, especially school principals, are shown to be capable of mobilizing and transforming school social capital. His or Her faith and strength are the foundation power of turnaround schools and also their sustainability.
My goal is not to draw a conclusion about turnaround schools in general. Instead, my humble task is to launch an exploratory study of these schools in order to highlight the possibilities open to such schools. Lastly, this research paves a way for future development of studies of the education of disadvantaged groups in Hong Kong.
Detailed summary in vernacular field only.
Detailed summary in vernacular field only.
Detailed summary in vernacular field only.
Detailed summary in vernacular field only.
Detailed summary in vernacular field only.
吳偉強.
Parallel title from added title page.
Thesis (Ed.D.) Chinese University of Hong Kong, 2015.
Includes bibliographical references (leaves 321-331).
Abstracts also in English.
Wu Weiqiang.
37
Cabrales, Pelayo Corominas. "Sports marketing - management Real Oviedo: the rebirth of a historical Spanish football club." Master's thesis, 2018. http://hdl.handle.net/10071/17868.
Full textAbstract:
Turnaround, as well as organizational recovery, has been gaining great importance due
to the continuous examples of bankruptcy that have been showing up in the last decades. For
football clubs this was not different, having an important economic impact as far back as 2000,
leading to clubs disappearing, mostly in lower league divisions. The cause could not be always
just a matter of earnings, but a misalignment or poor management skills, increased by different
external and internal factors.
This study aims at evaluating a real case in Spanish football, second league football club
Real Oviedo, and tries to find the main factors that led to its decline and to almost declare
bankruptcy. At the same time, the study focuses its effort on identifying the main factors that
led the football club to a successful turnaround and recovery, trying to establish a probable
process to be followed in future similar situations.
To better grasp this case, relevant people that have been a part or are nowadays a part
of the history of the club, have been inquired with semi-structured interviews to better
understand the reasons and causes, supported by the club’s internal documents and data.
In general, the results showed that the main factors for both decline and recovery are
divided between internal, external, turnaround strategies and Resource Based View factors.
Decline factors are focused mainly in poor management skills, and top management
misalignment, among others. On the other hand, recovery had positive results when talking
about financial health, and top management alignment, among other positive factors under
study.
For a successful and strong recovery, several aspects have to be considered, having
management performance as one of the most important factors.A reviravolta ou turnaround empresarial, da mesma forma que a recuperação de uma empresa, tem conquistado importância recentemente, dado aos contínuos exemplos identificados desde a crise económica. Para o futebol não foi indiferente, tendo sofrido a sua crise mais importante a partir do ano 2000, levando clubes de diferentes dimensões a desaparecer, principalmente em divisões inferiores. A causa nem sempre está ligada aos ganhos de um clube, mas sim à sua capacidade de gestão e diferentes fatores internos e externos. Este estudo tem como objetivo avaliar um caso real na Liga espanhola de futebol, o Real Oviedo da segunda Divisão, identificando assim os principais aspetos que levaram ao sucesso do processo de recuperação do clube e à sua reviravolta, da mesma forma que se identificam os principais fatores do seu declínio. Desta forma, tenta-se encontrar um possível processo a ser seguido para situações similares neste âmbito. De forma a entender melhor este estudo, foram entrevistadas pessoas que já fizeram parte do clube ou que atualmente fazem parte, realizando entrevistas semiestruturadas e perceber as razões e causas do processo, suportado por uma análise de alguns documentos internos fornecidos pelo clube. Na generalidade, os resultados apresentados em ambos processos, declínio e recuperação, mostram-se divididos em fatores internos, externos, estratégias de turnaround e de Resource Based View. Da parte do declínio, encontram-se mais evidências numa baixa performance de gestão do clube e administração, entre outros. Por outro lado, na recuperação, uma administração responsável ou ser um clube financeiramente saudável, destacam-se entre outros pontos positivos em estudo. Para uma recuperação e reviravolta económicas de sucesso, alguns aspetos devem ser considerados, tendo em conta que a capacidade de gestão de uma empresa é vista como um dos mais importantes.
38
Fonseca, Mariana Miranda Gomes Correia da. "A diworsefication case study : rebuilding LEGO brick by brick." Master's thesis, 2019. http://hdl.handle.net/10400.14/29010.
Full textAbstract:
This paper examines how a company may successfully walk out of a diworsefication situation: stage in which a brand has excessively overdiversified over new extensions, to the point it got weaker and its performance started failing. The study explains why companies enter a failing stage, particularly, mature companies which desperately search for innovation. It also concludes that several internal and external factors may lead a company to extend its business and that the idea of leveraging brand awareness and reputation, and spreading business risk over products may be appealing for a company to enter new markets. Yet, hidden costs, the possibility of a bad reputation on the parent brand, and extreme deviation from the core business may lead a brand to become lost, distracted, failing and losing money due to overstretching. Thus, this study provides guidance on when to stop diversifying and how to do it. The presented recovery strategies are content-orientated and process-orientated. The first includes cost efficiencies, asset retrenchment, focus on the core activities and build for the future. The latter involves reinvigoration of firm leadership and culture change. To better understand these concepts, this paper uses LEGO’s case as a real-life example of a success story of a company which almost went bankrupt due to a blind chase after a brand extension strategy. Fortunately, the Danish company turned around mostly thanks to a fierce cut on unprofitable adjacencies and a rigid refocusing on the core business product, the bricks.Este estudo explora como uma empresa é capaz de sair com sucesso de uma situação de diworsification, termo derivado do inglês diverse + worse: estado que uma marca atinge após ter extendido excessivamente a sua oferta de productos e serviços, tendo por isso ficado mais fraca e com uma pior performance. Este estudo explica o que leva a performance das empresas a falhar, particularmente, empresas amadurecidas que procuram inovar-se. Esta tese conclui que são muitos os motivos externos e internos que levam uma empres a extender o seu negócio, e que a possibilidade de obter maior reconhecimento e de repartir o risco da marca por vários produtos alicia qualquer empresa a explorar novos mercados. Contudo, os custos escondidos destas extensões, e a possibilidade de deteriorização da marca e de que esta desvie o seu foco do negócio principal e se distraia, podem levar ao seu falhanço. Assim, este estudo apresenta várias estratégias de recuperação, nomeadamente estratégias de conteúdo e de processo. A primeira inclui eficiências de custos, foco nas atividades principais da empresa, e construção para o futuro. A segunda inclui uma liderança firme e cultura de mudança. Para melhor compreender estes conceitos, este estudo usa a LEGO como exemplo prático de uma empresa que saiu com sucesso de uma situação de quase falência, devido a uma estratégia desmedida de extensão de marca. Felizmente, a empresa Dinamarquesa, conseguiu dar a volta cortando extensões que apenas davam prejuízo, e adoptando uma estratégia de focalização no producto principal da marca, tijolos.
39
Geislinger, Adrian Cornelius. "How Lego rebuilt and became the top toymaker in the world." Master's thesis, 2020. http://hdl.handle.net/10400.14/31148.
Full textAbstract:
Lego is an exemplary case for a classic turnaround that put the company in an even better position in the future. In the past, Lego’s sales increased steadily over the years, however, in the 90s they showed signs of struggle and they reported their first-ever loss in the history of the company. What followed was a turbulent ride for the toymaker. After several attempts that failed, Lego finally managed to change their downward ride drastically and achieve a textbook turnaround.
The case will highlight actions that resulted in the turnaround and long-term competitive advantage. Additionally, it will give information about how a change of leadership, especially during a crisis, but also in the long-term, affect the firm’s performance. The case will demonstrate how theoretical concepts come to life and it aims to give students a better understanding by presenting a compelling real-life example and to contribute to the turnaround studies.A Lego é um caso exemplar de um clássico turnaround que colocou a empresa numa posição ainda melhor no futuro. No passado, as vendas da Lego aumentavam de maneira consistente ao longo dos anos, no entanto, nos anos 90 a Lego mostrou os primeiros sinais de dificuldade e reportou a sua primeira perda na história da empresa. O que se seguiu foi uma viagem atribulada para a fabricante de brinquedos. Depois de várias tentativas que falharam, a Lego finalmente conseguiu sair da sua espiral descendente e alcançar drasticamente uma turnaround perfeita. O caso vai destacar as ações que levaram à turnaround e a uma vantagem competitiva a longo prazo. Adicionalmente, o caso apresenta informação sobre como a mudança de liderança, especificamente durante uma crise, mas também a longo prazo, afeta o desempenho da empresa. O caso demonstra como conceitos teóricos ganham vida e visa dar aos alunos uma melhor compreensão de turnarounds através da apresentação de um exemplo interessante de uma situação real e contribuir para o estudo de turnarounds.
40
Neves, Gonçalo Saramago Cachapa Mendes das. "TAP Air Portugal : cleared for takeoff : a case study on the turnaround process over the 2016/2017 period." Master's thesis, 2018. http://hdl.handle.net/10400.14/25536.
Full textAbstract:
The dissertation herewith presented, in the form of a case study, follows the main actions undertaken by TAP Air Portugal during the 2016/2017 period, as part of its turnaround process, first initiated with the completion of the privatization plan.
TAP Air Portugal is the main Portuguese carrier and one of the country’s flag companies. However, throughout its history, it always had to deal with structural instability and a series of internal and external constraints that obstructed the company’s adaptation.
In the end of 2015, the privatization process of the airline and the holding group was concluded with the Atlantic Gateway Consortium being the selected candidate. The arrival of the new private shareholders was instrumental to guarantee not only the financial sustainability of the Portuguese carrier, endowing the airline with higher levels of operational efficiency and agility, but also its competitive positioning in an increasingly global market.
The case works as a learning instrument through which students will have the chance to apply the strategic frameworks and concepts learned during class to a real business scenario of a company that underwent a turnaround process. Hopefully in the end, among other aspects, they will be able to understand not only the rationale behind a certain decision and its strategic fit with the company’s orientation but also the significance of incorporating the industry’s trends into the business plan.A dissertação apresentada, sob a forma de um estudo de caso, acompanha as principais acções levadas a cabo pela TAP Air Portugal durante o período de 2016/2017 como parte do seu processo de turnaround iniciado com a conclusão do plano de privatização. A TAP Air Portugal é a principal transportadora aérea portuguesa e uma das empresas de bandeira do país. No entanto, ao longo de sua história, sempre teve que lidar com alguma instabilidade estrutural e com uma série de restrições internas e externas que dificultaram a adaptação da empresa. No final de 2015, o processo de privatização da companhia aérea e da holding do grupo foi concluído, sendo o consórcio Atlantic Gateway o candidato selecionado. A chegada dos novos accionistas privados foi fundamental para garantir não só a sustentabilidade financeira da transportadora portuguesa, dotando a companhia de maiores níveis de eficiência e agilidade operacional, mas também o seu posicionamento competitivo num mercado cada vez mais global. Este caso funciona como um instrumento de aprendizagem através do qual os alunos terão a oportunidade de aplicar os frameworks e conceitos estratégicos aprendidos durante as aulas, a um cenário real de uma empresa que passou por um processo de turnaround. Espera-se que no final, entre outros aspectos, os alunos sejam capazes de entender não apenas a lógica por trás de uma determinada decisão e a sua adequação estratégica com a orientação da empresa, mas também a importância de incorporar as principais tendências da indústria no plano de negócios.
41
Malbran, Sabrina Audrey. "Revisão estratégica: Aplicação a uma microempresa." Master's thesis, 2011. http://hdl.handle.net/10071/4699.
Full textAbstract:
O objectivo desta dissertação é a avaliação estratégica da empresa MC, que
pretende servir de base à avaliação estratégica de reestruturação.
A situação económica global, a crise nos mercados e a actual conjuntura não têm
sido factores facilitadores na dinamização e sucesso de muitas PME. A MC é, hoje, uma
microempresa que se mantém em funcionamento, com estabilidade financeira, adquirida
através da produção de novos produtos e procura de novos mercados, que pretende
manter a evolução ascendente. Para evitar erros do passado e alcançar o objectivo desta
dissertação, a MC foi avaliada interna e externamente, como empresa na sua totalidade e
no meio empresarial em que se insere.
As análises efectuadas centraram-se na avaliação de clientes, concorrentes,
fornecedores (modelo de cinco forças de Porter) e produtos. A um nível mais macro
foram avaliados os ambientes políticos, económicos, tecnológicos e socioculturais
(análise de PEST). Internamente a análise focou-se na cultura, estrutura, capacidades,
recursos, competência e cadeia de valor. Como as análises interna e externa por si só
não são suficientes para uma correcta avaliação da organização avaliou-se ainda a forma
como estas se interligam, efectuando, assim, uma análise SWOT (com forças e
fraquezas, bem como oportunidades e ameaças). Adicionalmente, foram identificados os
factores críticos de sucesso da organização.
Realizadas as análises é estabelecida uma formulação estratégica de
reestruturação, onde são definidos objectivos, visão, missão e valores da organização.
Toda a dissertação visa a avaliação estratégica e a metodologia utilizada passa
por uma análise prévia do mercado e envolvência, diagnóstico com enfoque na sua
análise interna e o definir da estratégia.The objective of this dissertation is the strategic evaluation of the company MC that intends to define the principles of the execution of a restructuring plan. The national and international economical situation, the markets crisis and the current conjecture have not been key parts in the grown and success of many PME leading to the close of a considerable number of companies. The MC is today a small business that is working with a financial stability acquired through the production of new products and the search of new markets that intends not to repeat the recent difficulty periods and maintain the rising evolution. In order to avoid repeating mistakes from the past and to reach the goals of this dissertation, the MC was evaluated internally and externally as a whole and the entire surrounding commercial framework. Analyses made were centered in client’s evaluation, competitors, suppliers (five strength model of Porter) and products. In the peripheral level it was evaluated the political, economical, technological environments and cultural (analysis of PEST). Internally the analysis was focused in the culture, structure, capacities, resources, competences and valuable chain. Since the internal and external analyses by themselves are not sufficient for a correct evaluation of the organization was study their interconnection, effectuating an SWOT analysis. Additionally, there were identified the critical factors of success of the organization. After the analyses a strategic formulation of restructuring is established, where are defined the goals, vision, mission and values of the organization. The strength and weaknesses are pointed, opportunities and threats as well. The whole structure of this dissertation aims the organizational restructuring plan and methodology consists in a previous analysis of the markets and all the surroundings involving, diagnosis of the organization with the focus on the internal analysis and establishing the strategies to implement.
42
"Strategic management techniques used to add value in a profit driven organization." Thesis, 2012. http://hdl.handle.net/10210/5676.
Full textAbstract:
M.Ing.This report addresses an empirical study into the re-structuring of Transnet group of companies. The study is based on the outcome of the re-engineering process focusing on Spoornet as a member of Transnet. The departments partially studied are, the Infrastructure Maintenance department and Train Operations department with-in Spoornet. The objective of this study is to achieve a break-even point between maintenance and the business side so as to increase operational profit in Spoornet. Outsourcing is a management tool used to make more profit. It is also a way of getting rid of unwanted business units. This will help increase shareholder value and reduce operating costs so that management can focus on core business units. The results expected from outsourcing in this study are aligned with the business process engineering "BPR" results. From the BPR results the business units were classified as core and non-core business units. Non-core business units were discontinued while core business units were further classified into core department, which is the running of trains, and the non-core department as maintenance departments. The maintenance departments are fully represented on a functional level while they used to have a full representative on the corporate level before restructuring. Cutting-off these logistic support departments at a corporate level, can have an effect on maintenance being undermined due to lack of specialists input at a higher level in terms of systems engineering and maintenance. This can lead to system's lack of maintenance and an increase in systems failure, making the system un-reliable and unsafe for the passage of trains while on the other hand the business will be lost back to the competitors, who in this case is the road freight business. A case study is discussed in the dissertation where value added techniques such as the business turnaround process, outsourcing and Integrated Logistic Support "maintenance" were applied in this study.
43
Rodrigues, Gonçalo Manuel Campos Marques de Barros. "Decisions about the CEO role for the restructuring and strategic redirection of a firm : a case study about Imperial." Master's thesis, 2019. http://hdl.handle.net/10400.14/26932.
Full textAbstract:
This case study focuses on the panoply of decisions about the CEO who should lead the firm
"Imperial" in a turnaround period, at the beginning of the 21st century.
Imperial, the largest Portuguese chocolate producer, was founded in 1932. With a portfolio of
brands with great awareness in the Portuguese market, the company presented, in the last years
of the 20th century, unsatisfactory results and performed at a level well below its full potential.
Given the strategic needs that the external context created, and the style of management
adopted, the continuity of the CEO was called into question.
This study looks at the impact of CEO change at this stage of a company's life cycle, making a
cost-benefit analysis of this change. The main conclusion of this thesis is that there must be a
fit between: the needs of the business, determined by the stage of decline and by the type of
maladaptation of the business; and the CEO's competencies regarding professional and personal
characteristics. Finally, a reflection is made on two dilemmas that may arise: internal or
external, turnaround or industry expert.
In addition to a complete literature review that familiarizes readers with the subject of
turnaround and CEO change, and the case study of Imperial that allows greater applicability of
theoretical concepts to reality, this dissertation includes notes and useful suggestions for those
who intend to present this case study in a classroom environment.Este caso de estudo foca-se na panóplia de decisões acerca do CEO que deve liderar a empresa “Imperial” num período de turnaround, no início do século XXI. A Imperial, a maior produtora de chocolates portuguesa, foi fundada em 1932. Com um portfolio de marcas com enorme reconhecimento no mercado português, a empresa apresentava, nos últimos anos do séc. XX, resultados pouco satisfatórios e tinha um desempenho bastante aquém do seu potencial. Tendo em conta as necessidades estratégicas que o contexto externo criava e o estilo de gestão adotado, a continuidade do CEO foi posta em causa. Este estudo debruça-se sobre o impacto da alteração do CEO nesta fase do ciclo de vida de uma empresa, fazendo uma análise custo-benefício desta mudança. A principal conclusão desta tese é que deve existir uma correspondência entre: as necessidades do negócio, determinadas pelo estado de declínio e pelo tipo de má adaptação do negócio; e as competências do CEO, em termos de características profissionais e pessoais. Por fim, é feita uma reflexão sobre dois dilemas que podem surgir: interno ou externo, especialista em turnaround ou na indústria. Para além de uma completa revisão literária que familiariza os leitores com o tema do turnaround e da alteração do CEO, e do caso prático da Imperial que permite uma maior aplicabilidade dos conceitos teóricos à realidade, esta dissertação inclui apontamentos e sugestões úteis para os que pretendem apresentar este caso de estudo em ambiente de aula.
44
Stoyanova, Nelli. "The transformation of Lanxess : a successful response to a changing industry." Master's thesis, 2018. http://hdl.handle.net/10400.14/26892.
Full textAbstract:
In today's globalized world, companies are constantly exposed to changes in their environment.
These changes can be highly diverse and serious. Changes in certain factors can affect the
attractiveness of an industry and have an impact on the profitability of companies. Factors such
as new competitors, capacity expansions, and a decline in demand can provoke overcapacity,
leading to an unattractive industry. Overcapacity is a problem that frequently occurs in mature
and capital -intensive industries, such as the chemical one. This typically results in increased
competition and thus to reduced profitability for companies in the industry. Players who want
to survive need to act against the declining profitability and transform to competitive
companies. Literature and practice have shown that a joint venture can significantly improve
the competitive position of companies and thus allow them to become profitable again.
In order to combine literature and practice, the real-life example Lanxess was used to illustrate
the emergence of overcapacity, its consequences and how to deal with them. Lanxess has
achieved a successful transformation. A joint venture that helped Lanxess to integrate itself
backwards and provide it with competitive prices for its raw materials, has been the main
contributor to its success. As a result, Lanxess has successfully positioned itself and
experienced an upturn in profitability.No mundo globalizado de hoje, as empresas estão constantemente expostas a mudanças no ambiente em que estão inseridas. Essas mudanças podem ser bastante diversas e críticas. Mudanças em determinados fatores podem afetar a atratividade de uma indústria e ter impacto na lucratividade das empresas. Fatores como novos competidores, expansões de capacidade e declínio na procura podem provocar um excesso de capacidade, o que pode formar uma indústria pouco atraente. O excesso de capacidade é um problema que frequentemente ocorre em indústrias desenvolvidas e indústrias de capital intensivo, como a indústria química. Isto normalmente leva ao aumento da concorrência e, portanto, à redução da lucratividade das empresas do setor. Aqueles que querem sobreviver precisam de agir contra a diminuição da lucratividade e transformar-se em empresas competitivas. A literatura e a prática mostraram que uma joint venture pode melhorar significativamente a posição competitiva das empresas e, deste modo, permitir que elas voltem a ter lucro. Para associar a literatura existente e a prática, o exemplo real da Lanxess foi usado com o objetivo de demonstrar o surgimento do excesso de capacidade, as suas consequências e como lidar com as mesmas. A Lanxess conseguiu uma transformação bem-sucedida. Uma joint venture que ajudou a Lanxess a integrar-se ao contrário e a oferecer preços competitivos para as suas matérias-primas, foi o principal factor para o seu sucesso. Por este motivo, a Lanxess posicionou-se bem no mercado e experienciou um aumento na sua lucratividade.
45
Stilwell, Filipa Montenegro Dona. "LusitanaHotels : the 100 days war." Master's thesis, 2019. http://hdl.handle.net/10400.14/26997.
Full textAbstract:
LusitanaHotels - The 100 Days War is a case study about a hotel group that was founded in 2009 to bridge the gap between affordable and luxury hotels in the South of Portugal. Over time, different hotels were added to the chain and in the beginning of 2012, the group had 6 hotels and a golf course. Revenues increased constantly for years, although at the cost of high financial leverage. With the financial crisis, this excessive debt led to the bankruptcy of the group. In the end of 2012, LusitanaHotels owed money to everyone and the hotels were inactive. It had no credibility at all and its name was very toxic in the market.
The case addresses the challenges that the new management team had to face in their turnaround efforts, the strategic alternatives that were available for the company and the first measures taken, sure of their capacities and experience, they designed a 100-day plan in order to drive the business, so that it could recover and later thrive in a competitive market.
The dissertation includes a Literature Review that explores relevant themes of the hotel industry and is followed by a Teaching Note that offers an analysis of key questions raised in the case.LusitanaHotels - The 100 Days War é um Caso sobre um grupo de hotéis que foi fundado em 2009 para colmatar uma falha no mercado hoteleiro no sul de Portugal: os hotéis “affordable luxury”. Ao longo dos anos, o grupo foi crescendo, sendo que em 2012, era composto por seis hotéis e um campo de golf. As receitas cresciam anualmente, contudo através de um endividamento excessivo. Com a crise financeira, esta dívida excessiva levou à falência do grupo. No final do mesmo ano, o grupo tinha dívidas a toda a gente e os hotéis encontravam-se inactivos. Além disso, tinha perdido toda a credibilidade e alcançado um nome toxico no mercado. O caso aborda os desafios da nova equipa directiva, as diferentes estratégias e as medidas que foram tomadas. Seguros das suas capacidades e experiência, os novos gestores desenvolveram uma estratégia para os 100 dias que se seguiam. A tese inclui uma Revisão de Literatura que examina temas relevantes da gestão hoteleira e é seguida de uma Teaching Note que propõe uma análise das questões fundamentais abordados no caso.