Turnaround Research: Past Accomplishments and Future Challenges
Published on 2. July 1998
Book
Hardback
306 pages
978-0-7623-0001-3 (ISBN)
Description
The modern organization confronts a bewildering array of challenges, including the emergence of global markets, rapid advances in information technology and the evolution of new organizational forms. Many organizations have responded poorly to these challenges and have suffered declining performance. Recovery from decline is necessary if organizations are to remain viable providers of goods and services. Given the importance of performance turnaround to this recovery, the relative lack of academic research on the topic is surprising. The purpose of this volume is to help narrow the gap between the importance of turnaround and the attention devoted to it.
Part 1 offers papers that address straightforward and fundamental yet problematic issues, including terminological clarity in turnaround research, and the effects of downsizing on organizations. Part II adds four studies based on various research methods to the relatively limited empirical base on turnaround, with case studies of the world's oldest company, Sweden-based Stora, and of arguably the world's most powerful organization, the United States Army. Part III attempts to shed new light on turnaround by applying important theories and perspectives, such as complexity theory, performance referents, and structuration theory, which have been underutilized in strategy research. Overall, the papers contained in this volume seek to summarize past efforts, introduce new perspectives, and specify future research needs in the study of turnaround.
Part 1 offers papers that address straightforward and fundamental yet problematic issues, including terminological clarity in turnaround research, and the effects of downsizing on organizations. Part II adds four studies based on various research methods to the relatively limited empirical base on turnaround, with case studies of the world's oldest company, Sweden-based Stora, and of arguably the world's most powerful organization, the United States Army. Part III attempts to shed new light on turnaround by applying important theories and perspectives, such as complexity theory, performance referents, and structuration theory, which have been underutilized in strategy research. Overall, the papers contained in this volume seek to summarize past efforts, introduce new perspectives, and specify future research needs in the study of turnaround.
More details
Series
Language
English
Place of publication
Oxford
United Kingdom
Publishing group
Elsevier Science & Technology
Target group
Professional and scholarly
Illustrations
black & white illustrations
Weight
690 gr
ISBN-13
978-0-7623-0001-3 (9780762300013)
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Schweitzer Classification
Content
Turnaround research: past accomplishments and future challenges (D.J. Ketchen Jr.). Introduction. Managerial responses to declining performance: turnaround investment strategies and critical contingencies (F.T. Lohrke, A.G. Bedeian). Downsizing strategically (R.-L. DeWitt et al.). Studies of Turnaround. Diagnostic practices of turnaround change agents (A.A. Armenakis, W.B. Fredenberger). Does it add up? An empirical study of the value of downsizing for firm turnaround (V.L. Barker III et al.). Can companies live forever? Lessons from the world's oldest company (L. Bengtsson). Creating and exploiting knowledge for fast-cycle organizational response: the center for army lessons learned (J.C. Henderson et al.). New Perspectives on Turnaround. Professional organizations stuck in the middle: a complex adaptive systems approach to achieving organizational turnaround in adverse situations (R.R. McDaniel, M.E. Walls). Getting back on track: performance referents affecting the turnaround process (J. Short et al.). Anticipating strategic turnaround: the systems and structures that enable/constrain change (J.A. Chesley, A.S. Huff). Breaking up is so very hard to do: corporate diversification, restructuring, and stakeholder performance (D.W. Greening). Participation in the midst of a turnaround: using connections to make successful adaptations (D.P. Ashmos, D. Duchon). The Future of Turnaround Research. The role of governance in corporate decline: a review and research agenda (C.M. Daily, D.R. Dalton). Turning around turnaround research: the value of strategy process in advancing knowledge (C.L. Shook).