Journal articles: 'Turnaround strategies'

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Donald Hopkins, H. "Successful turnaround strategies." Strategic Direction 24, no. 8 (June 20, 2008): 3–5. http://dx.doi.org/10.1108/02580540810884566.

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Langabeer, James. "Hospital Turnaround Strategies." Hospital Topics 86, no. 2 (April 2008): 3–12. http://dx.doi.org/10.3200/htps.86.2.3-12.

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Melin, Leif. "Strategies in managing turnaround." Long Range Planning 18, no. 1 (February 1985): 80–86. http://dx.doi.org/10.1016/0024-6301(85)90182-7.

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Panicker, Sunitha, and Mathew J. Manimala. "Successful turnarounds: the role of appropriate entrepreneurial strategies." Journal of Strategy and Management 8, no. 1 (February 16, 2015): 21–40. http://dx.doi.org/10.1108/jsma-06-2014-0050.

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Purpose – The purpose of this paper is to report on a research study aimed at comparing the causes of organisational decline and turnaround strategies involved in cases of successful and unsuccessful turnarounds, with a view to identifying the differences, if any, between the two groups, which in turn is expected to provide useful information to academics, practitioners and policy makers. Design/methodology/approach – Since turnaround is a business phenomenon of general interest, their stories are often published in business periodicals, which are a rich source of data on them. In order to tap this data source, the present paper employed a method of content analysis for the proposed investigation on the cause of organisational decline and turnaround strategies used. In order to quantify the data, a three-point scale was developed, where the presence of a cause/strategy is rated as “3”, its ambivalence as “2” and its absence as “1”, whose validity was assessed through the inter-rater agreement indices. The data thus generated are amenable to statistical analyses, using which the more commonly prevalent causes of organisational decline and the strategies commonly employed for turnaround by the successful and unsuccessful companies are identified. Findings – The findings of the present study have generated a few useful insights. First, the primary causes for organisational decline are the internal weaknesses of the organisation; in fact the external changes can adversely affect the organisation only if it is internally weak. Second, organisational decline caused by multiple factors (which is usually the case) can be managed effectively by adopting a variety of strategies; hence a single-pronged strategy is often found to be ineffective. Third, the more successful turnarounds had a diverse portfolio of strategies including those of institution-building, often employed in a phased manner, consistent with the stage theories of turnaround. Research limitations/implications – The limitations of this research arise mainly from the generation of data from published sources and the consequent biases, which can be managed, to a large extent, by using multiple sources for the same case for reducing the publishers’ biases as well as by having multiple raters for identifying the researcher’s biases, if any. Originality/value – The study has highlighted the need for addressing the internal causes of organisational decline on a priority-basis rather than blaming the external factors, besides pointing to the need for adopting a variety of strategies for dealing with the diversity of causes affecting the organisation’s health, particularly the need for institutionalising the changes. These findings can be of help especially to turnaround managers and policy-makers in dealing with organisational decline and thus contribute to the creation and enhancement of economic value.

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الفلاح, عبدالرحمن. "Corporate Decline And Turnaround Strategies." الفکر المحاسبى 21, no. 4 (July 1, 2017): 45–67. http://dx.doi.org/10.21608/atasu.2017.40628.

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Boyne, George A. "Strategies for Public Service Turnaround." Administration & Society 38, no. 3 (July 2006): 365–88. http://dx.doi.org/10.1177/0095399705286004.

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Allen, David N., and Walter H. Plosila. "Turnaround strategies for economic development." Long Range Planning 21, no. 3 (June 1988): 59–66. http://dx.doi.org/10.1016/0024-6301(88)90034-9.

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Colino, Richard R. "TURNAROUND STRATEGIES FOR AN INTERNATIONAL ORGANIZATION." Journal of Business Strategy 7, no. 2 (April 1986): 52–61. http://dx.doi.org/10.1108/eb039152.

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Sin-Geun Song, 박창준, and 신성욱. "The Effects of Corporate Insolvency Cause on Turnaround Strategies and Turnaround Performance." Management & Information Systems Review 34, no. 1 (March 2015): 211–25. http://dx.doi.org/10.29214/damis.2015.34.1.013.

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Komen, Lucy Birir. "EFFECT OF TURNAROUND STRATEGIES ON PERFORMANCE OF PUBLIC CORPORATIONS IN KENYA." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 10, no. 4 (November 8, 2014): 2032–45. http://dx.doi.org/10.24297/ijmit.v10i4.628.

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Many public corporations experiencing decline in performance have opted to implement turnaround strategies to improve their performance. This study extends previous research findings by seeking to examine the effect of turnaround strategies on performance of Public Corporations in Kenya, by identifying the turnaround strategies adopted in these Corporations, and to determine the effect of turnaround strategies on their performance. To achieve this objective, correlational research was adopted. The target population comprised 162 public corporations in Kenya. A purposive sample of thirty two (32) corporations was used in the study. A Likert type scale questionnaire was administered to respondents to collect data from the selected public corporations. Primary data was complemented with secondary data collected from the corporations for the previous three years. Data collected was edited and processed using Statistical Package for the Social Sciences (SPSS). Descriptive statistics that is in percentages were used to describe the research variables. Pearsons product moment coefficient was used to examine the relationship between turnaround strategies and organisational performance and multiple regression was used to establish the effect of turnaround strategies on performance of the corporations. The results showed a significant positive relationship between turnaround strategies and performance, P-value<0.05. The positive relationship suggests that when declining corporations implement turnaround strategies (revenue generating and cost reduction strategies) their performance when measured using the balance scorecard measurement tool which measures financial perspective, customer satisfaction, internal business processes and innovation and learning perspectives, will improve positively. The findings also found that cost reduction strategies had a greater effect on the performance of public corporations in Kenya compared to revenue generating strategies. Therefore, it can be recommended that public corporations need to implement turnaround strategies to turn around declining corporations. The study also recommends areas of further research.

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Cater, John, and Andreas Schwab. "Turnaround Strategies in Established Small Family Firms." Family Business Review 21, no. 1 (March 2008): 31–50. http://dx.doi.org/10.1111/j.1741-6248.2007.00113.x.

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This study employs a case-study approach to identify unique characteristics of established small family firms that affect their ability to initiate turnaround strategies when encountering an organizational crisis. In our case studies, we found evidence for family firms employing the standard strategies of top-management changes, infusion of external management expertise, and retrenchment that have been proposed in the general turnaround literature. The implementation of these strategies was, however, moderated by eight characteristics generally associated with family firms, including strong ties to the family firm, internal orientation, altruistic motives, and long-term goal orientation. The introduced framework contributes to a more fine-grained understanding of the turnaround challenges of established family firms and how they can be addressed. This is a topic of substantial practitioner interest considering the high failure rates of family firms.

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Nautiyal, Anmol, and Suryanarayana Shastri. "Global Crossing: A Turnaround." Foreign Trade Review 37, no. 1-2 (April 2002): 85–103. http://dx.doi.org/10.1177/0015732515020106.

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During the 1990s, India saw tremendous changes in the economy and many Indian firms enjoyed the benefits of the Government's open policy. On-going process of relaxation in trade barriers and tariffs and the phasing-out of Quantitative Restrictions (QRs) are and will create many opportunities for growth. Changes in the external environment will impose challenges as well as create many opportunities for Indian firms. The focus of this paper is to identify the challenges and propose strategies for Indian multinationals. This would enable them to counter the challenges, leverage the opportunities and extend their product and service offering beyond the shores of the country. This paper analyses the pre-2010 period on the rationale that the strategies adopted by a firm during the years leading to 2010 will play an important role in judging how competitive it will be in the future. We have developed an Evolution Map and propose the use of a Competitive Map for an analysis of the Firm and its Product and Service offering. These tools will help companies identify and locate their relative position in their industries, assess their resources and capabilities, and help devise a future course of action. Following a methodical approach, we have analysed the market characteristics, and identified the Internal and External challenges that firms will face beyond 2010. We have developed a model to identify the strategies that firms need to implement to counter these challenges and stay competitive. Our strategy model and the Key Action Points provide a roadmap for firms who wish to carry their industry leadership to foreign lands. We give a thorough treatment of the key elements of each core strategy and finally analyse the key sectors of the Indian industry and identify some potential Indian multinationals of 2010.

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Badrul Munir, Maryam binti, Dr Muhamad Muda, and Dr Ummi Salwa Ahmad Bustamam. "REVIEW OF LITERATURE ON TURNAROUND STRATEGY IN BANKING." Humanities & Social Sciences Reviews 6, no. 2 (June 21, 2018): 10–20. http://dx.doi.org/10.18510/hssr.2018.622.

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Purpose of the study: The business cycle always occur in banking activities. For that reason, banks often prepare a turnaround strategy to keep banking growing during changes of business cycles during which often happen during changes in the economic situation or changes in the regulation of a country. This article reviews study on banking turnaround strategy (in conventional and Islamic banks) regarding to the model turnaround strategy by Schoenberg, Collier, and Bowman (2013) from January 1990 to December 2017, in order to identify the current state of study and research gap. The publications were classified into process-orientated strategies and content-orientated strategies. The process-orientated strategies were divided into cost efficiencies, asset retrenchment, focus on core activities and build the activities. Meanwhile, the content-orientated strategies were classified into the changes of organisational structure and culture change. Methodology: This paper focuses on peer-reviewed Economy journal, excluding book and book chapters. The keywords included ‘turnaround strategy in banking’ and ‘business cycle’. Articles were only selected if they directly addressed into turnaround banking and the business cycle. The sample was generated by applying a keyword search on Mendeley database. Main Findings: There were 122 out of 250 in the sample analysed on the banking turnaround strategy. The majority of studies were concerned with the process-oriented strategies (such as the focus on core activities and build of the activities). Applications of this study: This study can be useful for strategic management of banking Novelty/Originality of this study: The implementation of turnaround model strategy by Schoenberg, Collier, and Bowman (2013) as the management strategies during the recovery process in banking.

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Dikshit, J. R., P. C. Basak, and Kamal Vagrecha. "Turnaround Strategies in Indian Industries: A Few Cases." Global Journal of Enterprise Information System 6, no. 2 (July 1, 2014): 74. http://dx.doi.org/10.15595/gjeis/2014/v6i2/51849.

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Gowen, Charles R., and William J. Tallon. "Turnaround strategies of American and Japanese electronics corporations." Journal of High Technology Management Research 13, no. 2 (September 2002): 225–48. http://dx.doi.org/10.1016/s1047-8310(02)00048-2.

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Panicker, Sunita. "Business Turnaround: Looking From a Diagnostic View." Ushus - Journal of Business Management 3, no. 1 (January 10, 2004): 1–16. http://dx.doi.org/10.12725/ujbm.4.1.

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A business turnaround appears on the surface to be a difficult task for any manager. The reasons for the company downturn are always not clear. You never know for sure if a poor decision, a poor leadership team or general industry downturn is to blame. Nevertheless, what is clear is the firm needs a business turnaround... and fast! A turnaround situation demands immediate attention to problems, arising from the client's customers, creditors, employees or competitors. The utmost confidentiality must be maintained to protect the market image of the company through out this time. Restructuring is for the best of times as it is for the worst of times. Most managers think of restructuring only when it is the worst of times. This compels them to restructure leaving not much leverage for options. Restructuring is best achieved when the enterprise is healthy and robust. Restructuring is relevant to all organization, failing and faltering as it is to healthy, robust and growing. Restructuring is as relevant intervention for public enterprises, as it is for private ones. In the past before the the economic reforms both public and private enterprises were relatively inflexible. Today, restructuring is more rampant in the private sector, than in the public sector. Both need it urgently and continuously. The business environment metamorphosed by globalisation. IT and Telecom has made restructuring necessary for survival. Sickness had wider ramifications. One must look at the problem from a diagnostic angle. There are various stages of turnaround, which is prescribed by Turnaround Management Association for successful turnarounds. The turnaround strategies adopted by various companies will give us insight into the success of a company.

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Pretorius, Marius. "When Porter's generic strategies are not enough: complementary strategies for turnaround situations." Journal of Business Strategy 29, no. 6 (October 31, 2008): 19–28. http://dx.doi.org/10.1108/02756660810917200.

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Beeri, Itai. "The measurement of turnaround management strategies in local authorities." Public Money & Management 29, no. 2 (March 2009): 131–36. http://dx.doi.org/10.1080/09540960902768046.

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Sudarsanam, Sudi, and Jim Lai. "Corporate Financial Distress and Turnaround Strategies: An Empirical Analysis." British Journal of Management 12, no. 3 (September 2001): 183–99. http://dx.doi.org/10.1111/1467-8551.00193.

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Chowdhury, Shamsud D., and James R. Lang. "Turnaround in small firms: An assessment of efficiency strategies." Journal of Business Research 36, no. 2 (June 1996): 169–78. http://dx.doi.org/10.1016/0148-2963(95)00119-0.

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Liu, Peng. "Transforming Turnaround Schools in China: Strategies, Achievements, and Challenges." Frontiers of Education in China 11, no. 3 (September 2016): 374–414. http://dx.doi.org/10.1007/bf03397128.

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DeGennaro, Ramon P., Larry H. P. Lang, and James B. Thomson. "Troubled Savings and Loan Institutions: Turnaround Strategies under Insolvency." Financial Management 22, no. 3 (1993): 163. http://dx.doi.org/10.2307/3665936.

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Beeri, Itai, and Doron Navot. "Turnaround management strategies in local authorities: managerial, political and national obstacles to recovery." Journal of Management & Organization 20, no. 1 (January 2014): 121–38. http://dx.doi.org/10.1017/jmo.2014.17.

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AbstractOver recent decades, nations worldwide have been struggling with public finance difficulties and other organizational and functional challenges that, inter alia, led to the EU Fiscal Stability Treaty in 2012. Under various reforms, poor-performing local authorities are subject to continuous pressure to employ turnaround management strategies – strategies borrowed from the private sector that are assumed to be effective in public-sector contexts. Based on insights from institutional theory, we argue not only that turnaround management strategies have been either poorly matched to the causes of failure in the government sector or poorly implemented, but that turnaround management strategies will almost always tend to fail in the public context. Based on survey data collected in local authorities, we empirically verify this argument. Theoretical and practical lessons for improving reforms in the government sector and other public organizations that face crisis are suggested.

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Musango, Sabina Mueni. "The Effects of Availability of Resources on the Implementation of Turnaround Strategy at New Kenya Co-operative Creameries Limited." Science Mundi 1, no. 1 (June 12, 2021): 110–18. http://dx.doi.org/10.51867/10.51867/scimundi.1.1.2021.39.

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This study investigates the effect of resources on the implementation of turnaround strategy at New Kenya Co-operative Creameries Ltd (NKCC). This study was guided by the stage and action theory with more emphasizes being given to stage theory. The study adopted a case study research strategy. Data was collected using questionnaires from 43 managers and management employees of New KCC selected from three branches (Nairobi, Limuru and Thika). The data was analysed quantitatively and the findings presented in frequency distribution tables and bar graphs. From the findings, the researcher found out that resources affected the implementation of turnaround strategies. The most important factors related to resources were inadequate training and instruction given to lower level employees; ineffective coordination of implementation activities; low competence, coordination, and commitment among human resources; inadequate leadership and direction provided by departmental manager; delays due to additional costs and instabilities during the process of change and; lack of enough raw material (resources). Interestingly, this study found out that lack of physical resources may not translate to effective implementation of turnaround strategies. There may be sufficient machinery and human resources in the various departments, however, there has to be competent managers to ensure efficient utilize of such resources. In light, it was deduced that there is need to align the physical resources that an organization has with competent human resources so as to effectively realize effective implementation of turnaround strategies. This study recommends that the most important resources to be acquired are competent personnel. This is particularly so since, the various aspects of the implementation of turnaround strategies need such personnel. As such, they should be well trained and suitable to carry out the various tasks needed to ensure that the strategies under their docket are well implemented. NKCC should also ensure that there is modern equipment and funds to facilitate the change management. Budgets should be reviewed regularly so as to ensure presence of adequate resources to sustain the implementation of turnaround strategies.

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Singhania, Monica, and Sanjeev Sharma. "Financial turnaround of Indian Railways (A)." Emerald Emerging Markets Case Studies 2, no. 8 (October 17, 2012): 1–11. http://dx.doi.org/10.1108/20450621211289485.

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Subject area Financial management, strategic management. Study level/applicability The study can be used by business schools, companies/organizations, individuals, students of business management, in the area of financial and strategic management to study and analyse management strategies by a Government organization that has to balance social objectives and commercial viability. Case overview Indian Railways (IR) is one of the world's largest employers and there was a significant improvement in its financial performance during the period 2004-2008 without any reductions in its workforce. The main reasons for the poor performance of IR prior to this period were attributed to severe competition from other modes of transport, rigid pricing, investment in un-remunerative projects and other such practices. Various recommendations, including restructuring/corporatizing, reorganization, increasing passenger fares, unbundling of non-core activities, downsizing, and outsourcing, had been suggested by various management experts and it was declared that only major reform could rescue IR. However, IR met the challenges and attained unprecedented growth in traffic and earnings through certain strategic decisions. The study analyzes the strategies adopted by IR to improve its poor financial performance. Expected learning outcomes These include: understanding the challenge of sustaining the current market growth and capturing additional traffic by IR with its peculiar product-mix (transport mix) and limited resources; understanding the main reason for the downtrend of IR finances; acquiring an understanding of the advantage of adopting a volume-focused strategy by IR instead of the existing tariff-focused policy of revenue generation; and understanding the turnaround phase of IR and innovative strategies to get back to the path of growth. Supplementary materials Teaching notes are available; please consult your librarian for access.

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Gotteiner, Sharon, Marta Mas-Machuca, and Frederic Marimon. "Fighting organizational decline: a risk-based approach to organizational anti-aging." Management Research Review 42, no. 11 (November 18, 2019): 1259–77. http://dx.doi.org/10.1108/mrr-09-2018-0367.

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Purpose Most mature organizations face a major decline in performance at some time during their existence. For more than three decades, it has been suggested that the management practices that could cure a troubled company could have also kept it well. Inspired by this concept, this paper is proposing a preventive approach to early implementation of turnaround strategies as an alternative for otherwise traumatic rescue efforts, further along the downward spiral. Design/methodology/approach Corporate turnaround strategies and associated risks are integrated with a risk-based approach, along with a proactive decision-making process. The link between turnaround research, resource-based view, the sources of organizational decline, and the governance of organizational-decline-related risks – is explained. Findings The integrated model streamlines a preventive organizational process for considering the suitability of commonly used turnaround practices – for the non-crisis business routine of a mature company. By considering and adjusting the risks associated with such practices, it addresses risk aversion at the early stages of decline and determines the optimal sequence and timing of retrenchment and recovery activities. As such, it encourages mature companies to take actions for reducing their exposure to organizational decline. Accordingly, the model is named the “Anti-Aging” framework. Research limitations/implications Empirical testing of the suitability of turnaround strategies for non-crisis situations is proposed as a direction for future research. Practical implications The Anti-Aging framework opens an opportunity for the senior management of a mature organization to respond earlier to organizational decline and avoid the trauma associated with otherwise more challenging conditions, for the benefit of all stakeholders. Originality/value The Anti-Aging framework proposes an innovative way of bridging the gap between the benefits of early implementation of turnaround strategies, and major obstacles faced by willing, traditional management teams of mature organizations.

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Buhusayen, Bassam, Pi-Shen Seet, and Alan Coetzer. "Turnaround Management of Airport Service Providers Operating during COVID-19 Restrictions." Sustainability 12, no. 23 (December 4, 2020): 10155. http://dx.doi.org/10.3390/su122310155.

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Many sectors worldwide have been impacted by government restrictions resulting from the COVID-19 pandemic. For example, restrictions on travel have resulted in major losses for organizations operating within the aviation sector. This study aims to emphasize the challenges faced by these organizations while they implement turnaround management strategies. The study is based on 30 semi-structured interviews with frontline managers working for airline service providers in three different departments of an airport in Australia. The organization has implemented several turnaround management strategies to survive the crisis caused by COVID-19 restrictions, creating new challenges for its work environment. Our findings indicate that the frontline managers faced two main challenges during and after the implementation of turnaround management strategies. First, inadequate human resources, caused by a lack of personnel resources and poor leadership selection. Second, a lack of communication, caused by excluding frontline managers from the turnaround management planning stage; poor sharing of information during the implementation stage; inadequate direction of frontline managers; and a lack of feedback channels regarding the change process. Based on its findings, the study recommends building a frontline manager task force and creating a strategic communication plan for frontline and senior managers.

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Llanos-Contreras, Orlando Antonio, and Muayyad Jabri. "Exploring family business decline with socioemotional wealth perspective." Academia Revista Latinoamericana de Administración 32, no. 1 (March 4, 2019): 63–78. http://dx.doi.org/10.1108/arla-02-2018-0042.

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PurposeThe purpose of this paper is to determine how family and business priorities influence organisational decline and turnaround in a family business.Design/methodology/approachFollowing critical realism as philosophical orientation, this research is based on an exploratory single case study.FindingsThis research identified specific socioemotional wealth priorities driving this organisation decline and turnaround. The study also determined how the family and business dynamic leads to decisions that first trigger the organisational decline and then explain the successful implementation of turnaround strategies.Research limitation/implicationsFindings of this research provide limited and contingent theoretical generalisation. Accordingly, replication and further quantitative research is required for a better understanding of this phenomenon.Practical implicationsManagers can benefit from this paper by noting which behaviour could lead to organisational decline and which factors could lead to a turnaround. Similarly, managers can learn about the importance of the alignment of socioemotional wealth priorities as a critical response factor to determine whether to follow exit strategies or turnaround (succession) actions.Originality valueThe study contributes to the organisational decline literature and family business literature. It advances the understanding of how family businesses should balance family and business priorities to avoid organisational decline and identify strategies successfully implemented for turning around.

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

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Purpose The purpose of this study is to provide a comprehensive understanding regarding corporate turnaround. An integrated discussion regarding different corporate failure factors, conditions, symptoms followed by turnaround strategies and its results have been provided. Design/methodology/approach Authors have done a comprehensive systematic and integrated literature review study of research articles on corporate turnaround. The paper reviewed discussed different dimensions of turnaround management. The authors applied thematic reductionist categorisation with logical arguments to develop an integrated turnaround canvas (ICT). Findings An ICT has been developed. ICT is a holistic framework to comprehend turnaround strategy. Impact of precondition and turnaround levers on cash flow dynamics and the operational and strategic levers for successful turnaround performance of the firm has also been presented. Authors have also tabulated the entire spectrum of corporate turnaround. Research limitations/implications This conceptual work would help researchers interested in turnaround research to anchor their study at different points in ICT canvas. This could be at the decline precondition stage, corporate failure state, turnaround levers (strategic and operational) application phase and in terms of turnaround performance. Practical implications The ICT canvas would help managers to identify the set of corporate failure preconditions which might lead their firm to decline phase. The ICT canvas would also help managers based upon the identification of decline preconditions to select an appropriate turnaround interventions required to arrest the corporate failure. Finally, the ICT canvas would help in identifying the operational and strategic levers for successful turnaround implementation and thus achieving the desired corporate performance. Originality/value This is one of the first studies to provide an integrated perspective on corporate turnaround as the developed ICT canvas consisted of identification of decline preconditions, corporate failure, turnaround levers (strategic and operational ) and turnaround performance.

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Palmer, Alice. "Visualizing Turnaround Strategies over Time in a Volatile Commodity Industry." Academy of Management Proceedings 2020, no. 1 (August 2020): 20975. http://dx.doi.org/10.5465/ambpp.2020.20975abstract.

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Gotteiner, Sharon, Marta Mas-Machuca, and Frederic Marimon. "Turnaround Types, Stages, Strategies, and Tactics: Putting Things in Order." European Accounting and Management Review 5, no. 2 (May 2019): 12–37. http://dx.doi.org/10.26595/eamr.2014.5.2.2.

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Turner, Dave, Chris Skelcher, Philip Whiteman, Michael Hughes, and Pauline Jas. "Intervention or Persuasion? Strategies for Turnaround of Poorly-Performing Councils." Public Money and Management 24, no. 4 (August 2004): 217–26. http://dx.doi.org/10.1111/j.1467-9302.2004.00423.x.

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Schoenberg, Richard, Nardine Collier, and Cliff Bowman. "Strategies for business turnaround and recovery: a review and synthesis." European Business Review 25, no. 3 (April 26, 2013): 243–62. http://dx.doi.org/10.1108/09555341311314799.

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Feldman, Larry. "Successful investment and turnaround strategies for distressed shopping centre properties." Journal of Retail & Leisure Property 4, no. 1 (November 2004): 32–38. http://dx.doi.org/10.1057/palgrave.rlp.5090195.

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Mann, Manveer, and Sang-Eun Byun. "To retrench or invest? Turnaround strategies during a recessionary time." Journal of Business Research 80 (November 2017): 24–34. http://dx.doi.org/10.1016/j.jbusres.2017.06.018.

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Achbah, Rachid, and Marc Frechet. "Effective Turnaround for SMEs:Interaction between Insolvency Proceedings and Retrenchment Strategies." Academy of Management Proceedings 2021, no. 1 (August 2021): 15473. http://dx.doi.org/10.5465/ambpp.2021.15473abstract.

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Yoon, Irene H., and Annie Barton. "Turnaround leaders’ shifting gears in chronos and kairos time." Journal of Educational Administration 57, no. 6 (November 4, 2019): 690–707. http://dx.doi.org/10.1108/jea-08-2018-0139.

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Purpose In empirical research and practitioner guides, turnaround processes tend to be described in terms of discrete stages and strategies. Though necessary, this characterization belies the twists and turns of turnaround leadership. The purpose of this paper is to expand the assumptions of how turnaround proceeds in linear chronos time with the sensibilities of kairos time or the “right” time for turnaround leadership moves. Design/methodology/approach This study is an exploratory qualitative multi-case study with principals and their key supports (assistant principals, district leaders, teacher leaders) in four public turnaround schools. The grounded theory analysis conceptualizes the experiences of turnaround principals in flexible, complex ways. Findings The findings begin with a metaphor and definition of “shifting gears” at chronos and kairos times that emphasizes how turnaround principals make adaptive, agentic adjustments when moving forward through changing terrain. The second half of findings describes each principal’s experiences and reflections on their discernment of the right times for change within a chronological trajectory of turnaround. In addition, the leaders described shifting gears as strategic and responsive to contexts, sometimes taking a psychological toll. Originality/value Expanding notions of time in turnaround re-centers turnaround leaders as engaging in intellectually and emotionally demanding work. Such recognition challenges future research to address experiences and emotions in dynamic contexts. Hence, with this study, preparation programs and state and local systems may adjust holistic supports and leadership pipelines to sustain turnaround leaders.

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Danovi, Alessandro, Francesca Magno, and Giovanna Dossena. "Pursuing Firm Economic Sustainability through Debt Restructuring Agreements in Italy: An Empirical Analysis." Sustainability 10, no. 12 (December 18, 2018): 4830. http://dx.doi.org/10.3390/su10124830.

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Corporate restructuring has become a central topic for both academics and practitioners, particularly following the global financial crisis. In particular, there is increasing interest in understanding the effectiveness of turnaround strategies, which are defined as attempts to restore the performance of firms after periods of downfall. However, despite the relevance of this issue, there is a shortage of empirical evidence regarding the effectiveness of turnaround strategies related specifically to financial interventions. Through the support of an empirical analysis among Italian firms, this paper seeks to fill this significant gap in the available literature. In particular, we conducted an in-depth analysis of 262 debt restructuring agreement (DRA) plans that occurred between 2005 and 2013 in 16 bankruptcy courts. Our study confirms the positive effect of changes in the top management team. This measure can be both a symbolic signal of genuine willingness to modify the strategy of the firm, and a real manifestation of the necessity to have new skills to complete the turnaround. In addition, the adoption of operational and strategic/asset measures increase the likelihood of turnaround success.

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Singhania, Monica, and Sanjeev Sharma. "Financial turnaround of Indian Railways (B)." Emerald Emerging Markets Case Studies 2, no. 8 (October 17, 2012): 1–7. http://dx.doi.org/10.1108/20450621211289494.

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Subject area Financial management, strategic management. Study level/applicability The study can be used by business schools, companies/organizations, individuals, students of business management, in the area of financial and strategic management to study and analyse management strategies by a Government organization that has to balance social objectives and commercial viability. Case overview Indian Railways (IR) has mixed operations – passenger and freight – that generate resources for its development expenditure, as well as fully covering its operational costs. This is in sharp contrast to most world railways that depend on a subsidy for operations and development expenditure. While IR would strive to increase earnings through higher throughput levels and generate more funds through its own resources, the constraints of fixed expenditure, largely comprising staff related expenses and fuel costs make it difficult to achieve the target. Operational and safety considerations dictate the need to ensure adequate provision for working expenses. Global developments significantly influenced the Indian economy after 2008-2009 and resulted in moderation in growth compared with the robust growth in preceding years. IR is presently passing through a difficult phase which began with the slowdown in the economy and implementation of the Sixth Pay Commission's recommendations. While earnings continue to grow both in the passenger and goods segments, the expenditure on account of increases in salaries, allowances and pensions has been much higher than after previous Pay Commissions. This case explores this difficult period for IR when there was a major increase in operating expenditure largely due to the implementation of the recommendations of the Sixth Central Pay Commission and because of the global economic slowdown. Expected learning outcomes These include: being able to analyse whether the turnaround phase of IR is over; and discussing the strategies to return IR to the path of growth. Supplementary materials Teaching notes are available; please consult your librarian for access.

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Mania-Singer, Jackie. "Making Waves in Riverside: A Superintendent/Principal Partnership for Dramatic School Turnaround." Journal of Cases in Educational Leadership 21, no. 4 (April 13, 2018): 131–45. http://dx.doi.org/10.1177/1555458918769119.

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This case was written for use in educational leadership programs preparing superintendents, central office leaders, and school principals. This case requires students to draw from knowledge of successful school turnaround, effective school leadership, and system-wide reform strategies to consider how a first year superintendent and a newly hired principal implement turnaround strategies in a persistently low-performing school amid increasing pressure and scrutiny from the surrounding business and civic community. The case begins with the history and context of the community and school district and then explores the significant events and challenges during the first year of implementation.

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Carpenter, Bradley W., Beth E. Bukoski, Matthew Berry, and Amanda M. Mitchell. "Examining the Social Justice Identity of Assistant Principals in Persistently Low-Achieving Schools." Urban Education 52, no. 3 (August 3, 2016): 287–315. http://dx.doi.org/10.1177/0042085915574529.

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In the context of high-stakes accountability, education-related policy efforts have aimed to address the improvement of persistently low-achieving (PLA) schools via turnaround reform strategies. Such strategies provide opportunities for educational leaders to influence the process; however, limited research examining the role of the assistant principal (AP) exists. This study explored the role of social justice identities of 12 APs in schools labeled as PLA in an urban, Midwestern city. Despite the policy pressures associated with turnaround reform strategies, APs leveraged their social justice identities to create innovative changes in culture and practice within schools. Although all APs perceived themselves as an ally, the extent of the orientation, and whether it leads toward emancipatory education, remains a question.

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Suzuki, Norihiko. "The Cross-National Comparison of Turnaround Strategies: The U.S. and Japan." Academy of Management Proceedings 1985, no. 1 (August 1985): 103–7. http://dx.doi.org/10.5465/ambpp.1985.4978734.

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Gowen, Charles R., and Joseph O. Pecenka. "Impact of technological leadership on American and Japanese corporate turnaround strategies." Journal of High Technology Management Research 3, no. 2 (September 1992): 263–87. http://dx.doi.org/10.1016/1047-8310(92)90015-t.

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Tikici, Mehmet, Ece Omay, Neslihan Derin, Seyda Nur Seçkin, and Mehmet Cüreoğlu. "Operating turnaround strategies during crisis periods: a research on manufacturing firms." Procedia - Social and Behavioral Sciences 24 (2011): 49–60. http://dx.doi.org/10.1016/j.sbspro.2011.09.046.

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Beeri, Itai. "Turnaround Management Strategies in Local Authorities: Not Only for Poor Performers." Local Government Studies 38, no. 4 (August 2012): 461–83. http://dx.doi.org/10.1080/03003930.2011.629192.

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Frost, Frederick A., and Gerardo R. Joson. "Turnaround strategies of electric utilities in New Zealand and the Philippines." Strategic Change 7, no. 5 (August 1998): 289–300. http://dx.doi.org/10.1002/(sici)1099-1697(199808)7:5<289::aid-jsc371>3.0.co;2-h.

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Armenakis, Achilles A., and William B. Fredenberger. "Process strategies for turnaround change agents: Crisis and non-crisis situations." Strategic Change 4, no. 1 (January 1995): 19–31. http://dx.doi.org/10.1002/jsc.4240040103.

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LAWRENCE, TOM. "Strategies for Retrenchment and Turnaround: The Politics of Survival Cynthia Hardy." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 7, no. 3 (April 8, 2009): 57. http://dx.doi.org/10.1111/j.1936-4490.1990.tb00535.x.

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Rhyu, Sang-young, and Seungjoo Lee. "Changing Dynamics in Korea-Japan Economic Relations: Policy Ideas and Development Strategies." Asian Survey 46, no. 2 (March 2006): 195–214. http://dx.doi.org/10.1525/as.2006.46.2.195.

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The hierarchical economic relationship between Korea and Japan has gradually unraveled since mid-1980 as Korea began to build a competitive economic structure. The emergence of new policy ideas and development strategies in Korea was pivotal in bringing about this dramatic turnaround.

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Folkerts, Megan L., Darrin Lemmer, Ashlyn Pfeiffer, Danielle Vasquez, Chris French, Amber Jones, Marjorie Nguyen, et al. "Sequencing the pandemic: rapid and high-throughput processing and analysis of COVID-19 clinical samples for 21st century public health." F1000Research 10 (January 26, 2021): 48. http://dx.doi.org/10.12688/f1000research.28352.1.

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Genomic epidemiology has proven successful for real-time and retrospective monitoring of small and large-scale outbreaks. Here, we report two genomic sequencing and analysis strategies for rapid-turnaround or high-throughput processing of metagenomic samples. The rapid-turnaround method was designed to provide a quick phylogenetic snapshot of samples at the heart of active outbreaks, and has a total turnaround time of <48 hours from raw sample to analyzed data. The high-throughput method was designed for semi-retrospective data analysis, and is both cost effective and highly scalable. Though these methods were developed and utilized for the SARS-CoV-2 pandemic response in Arizona, U.S, and we envision their use for infectious disease epidemiology in the 21st Century.

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Journal articles on the topic 'Turnaround strategies'

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