Premium
Questioning the established wisdom in turnaround management
Author(s) -
Harris Simon
Publication year - 1994
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.4240030405
Subject(s) - relevance (law) , turnaround time , shareholder , process management , business , process (computing) , key (lock) , operations management , computer science , corporate governance , economics , political science , finance , law , computer security , operating system
By reviewing previous research from various disciplines, and outlining detailed research into a turnaround process, this article: Explores the fundamental issues faced by corporate owners or other shareholders in business turnaround Outlines the apparent advantages of replacing (as is usual) or developing the top management Examines the relevance of these propositions by examining a turnaround approach focusing on development Highlights management capability to learn and change as a key requirement, and indicates how it may be diagnosed Recommends a combination of approaches be used, and develops a decision matrix to suggest how, according to the situation.