- ホーム
- > 洋書
- > 英文書
- > Business / Economics
Full Description
This Research Handbook presents a systematic review of the latest research on organizational decline and turnaround. Showcasing contributions from leading scholars across the globe, chapters critically assess turnaround practices and highlight promising future directions for study.
Representing a wide variety of perspectives, authors explore the dynamics of turnaround in diverse contexts including family firms, entrepreneurial ventures, and public institutions. The Research Handbook draws on in-depth case studies on corporations including IBM, Kodak and Hitachi Limited, providing insightful comparisons of organizational turnarounds across continents. Covering both established and emerging topics, chapters discuss digital transformation, business model innovation, and strategic renewal, emphasizing the role of strategic leaders and human capital in successful turnarounds.
This comprehensive Research Handbook is an invaluable resource for academics and students in organization studies, strategic management, and organizational behavior. Its discerning analyses of diverse turnaround strategies will also benefit corporate leaders, practitioners, and consultants.
Contents
Contents
PART I STATE-OF-THE-ART IN TURNAROUND RESEARCH
1 Introduction: corporate turnaround and the contemporary business landscape 2
Michael A. Abebe and Chanchai Tangpong
2 It's time for a turnaround on turnaround studies: putting people and process first 18
Theo van Iperen, David P. Kroon and Svetlana N. Khapova
3 From setbacks to comebacks: a systematic review of family firm decline and turnaround 48
Tyler Burch, Joshua J. Daspit, Jason Silva and Vitaliy Skorodziyevskiy
4 Entrepreneurial turnaround: a bibliometric analysis 74
Giacomo Laffranchini and Si Hyun Kim
5 Methodological review of turnaround research in the past decade 106
Chanchai Tangpong and Derek Lehmberg
PART II ORGANIZATIONAL DECLINE AND TURNAROUND STRATEGIES
6 The roles and ramifications of divestiture in organizational turnaround: taking stock and moving forward 122
Patia J. McGrath
7 Corporate transformation and resource constraints as moderators of corporate distress in a unified framework of severity and uncertainty 155
Kolja A. Rafferty
8 Once more unto the breach, dear friends: examining organizational decline and turnaround processes resulting from adverse cybersecurity events 180
Franz T. Lohrke and Cynthia Frownfelter-Lohrke
PART III STRATEGIC LEADERSHIP AND CORPORATE TURNAROUND
9 CEO turnover and bankruptcy: the effects of CEO replacement on bankruptcy reemergence 208
Achim Schmitt, Robert Langan, Vincent L. Barker III and Markus Menz
10 CEO regulatory focus and post-decline strategic renewal 235
Michael A. Abebe, Arifin Angriawan and Nowmi Nowrin
PART IV HUMAN CAPITAL AND CORPORATE TURNAROUND
11 Human resource management in the public sector in crisis times 255
Mónica Santana and Gabriel Alconchel
12 Renewal through member turnover: integrating the organizational learning and dynamic capabilities perspectives for successful strategic renewal 277
Susanna Mansikkamäki and Akseli Mansikkamäki
13 Reacting human capital: turnaround and emerging human resource practices of business failure 302
George Oppong Appiagyei Ampong and Richard Plange-Rhule
PART V CASE STUDIES IN ORGANIZATIONAL TURNAROUND
14 Corporate turnaround in large complex legacy organizations: evidence from IBM and Kodak comparative cases 332
Derek Lehmberg and Chanchai Tangpong
15 Sustainability of organizational turnarounds: a long-term performance perspective 348
Swapnil Garg
16 The turnaround of Hitachi Limited: similarities and differences with turnarounds in Western contexts 373
Derek Lehmberg
Index 392
