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Saving Declining Firms with Turnaround Strategies : = A Realist Review.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Saving Declining Firms with Turnaround Strategies :/
Reminder of title:	A Realist Review.
Author:	Iqbal, Imrana.
Description:	1 online resource (244 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 84-07, Section: A.
Contained By:	Dissertations Abstracts International84-07A.
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=30246743click for full text (PQDT)
ISBN:	9798368444413

Saving Declining Firms with Turnaround Strategies : = A Realist Review.
Iqbal, Imrana.

Saving Declining Firms with Turnaround Strategies :A Realist Review. - 1 online resource (244 pages)

Source: Dissertations Abstracts International, Volume: 84-07, Section: A.

Thesis (D.B.A.)--University of Maryland University College, 2022.

Includes bibliographical references

Long-established, successful business organizations decline in performance and profitability over time. Today's business environment--characterized by fast-paced technological changes, innovative business models, changing market demands, and globalized markets-is particularly volatile and makes businesses susceptible to frequent downturns. Businesses must proactively prepare for implementing turnaround strategies. Existing literature sheds insufficient light on how to do so. This dissertation addresses this knowledge gap by exploring recent literature and identifying strategies for successful corporate turnaround. The purpose of the dissertation is to gather this knowledge, interpret it, and provide insights for use by leaders of declining or failing organizations. This dissertation identified strategies for successful corporate turnaround. The results indicate a slow evolutionary shift in scholarly understanding of turnaround strategies: increasingly, scholars proffer nuanced perspectives of the conditions under which specific turnaround strategies produce desirable outcomes. In line with the framework of the CIMO logic, the interaction of those conditions with chosen strategies triggers mechanisms of change that assist in the recovery of a declined company. This research employed an evidence-based, realist review methodology. It performed a mixed evidence synthesis to identify turnaround strategies. The articles selected for this systematic realist review included qualitative, quantitative, mixed-method, and conceptual studies. The findings indicated that turnaround efforts succeed when financial and operational approaches are implemented in the foreground of favorable leadership and governance approaches. They also indicate that turnaround efforts must aim to produce organization-wide holistic results for all components of the organization. The theoretical framework of this research supports these findings. It explains that applying a turnaround strategy in one part of the organization in isolation from other parts produces discordant and unintended outcomes. In view of the complexities inherent within organizations as systems, leaders should plan extensively, not only for choosing and implementing strategies for holistic outcomes but also for managing unintended and undesired results that can arise despite thoughtful planning. Importantly, this dissertation confirms the interconnectedness of organizations and their internal and external environments, which must be considered when implementing turnaround strategies.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2023

Mode of access: World Wide Web

ISBN: 9798368444413Subjects--Index Terms:

Business development and changeIndex Terms--Genre/Form:

542853
Electronic books.

Saving Declining Firms with Turnaround Strategies : = A Realist Review.
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504 $a Includes bibliographical references
520 $a Long-established, successful business organizations decline in performance and profitability over time. Today's business environment--characterized by fast-paced technological changes, innovative business models, changing market demands, and globalized markets-is particularly volatile and makes businesses susceptible to frequent downturns. Businesses must proactively prepare for implementing turnaround strategies. Existing literature sheds insufficient light on how to do so. This dissertation addresses this knowledge gap by exploring recent literature and identifying strategies for successful corporate turnaround. The purpose of the dissertation is to gather this knowledge, interpret it, and provide insights for use by leaders of declining or failing organizations. This dissertation identified strategies for successful corporate turnaround. The results indicate a slow evolutionary shift in scholarly understanding of turnaround strategies: increasingly, scholars proffer nuanced perspectives of the conditions under which specific turnaround strategies produce desirable outcomes. In line with the framework of the CIMO logic, the interaction of those conditions with chosen strategies triggers mechanisms of change that assist in the recovery of a declined company. This research employed an evidence-based, realist review methodology. It performed a mixed evidence synthesis to identify turnaround strategies. The articles selected for this systematic realist review included qualitative, quantitative, mixed-method, and conceptual studies. The findings indicated that turnaround efforts succeed when financial and operational approaches are implemented in the foreground of favorable leadership and governance approaches. They also indicate that turnaround efforts must aim to produce organization-wide holistic results for all components of the organization. The theoretical framework of this research supports these findings. It explains that applying a turnaround strategy in one part of the organization in isolation from other parts produces discordant and unintended outcomes. In view of the complexities inherent within organizations as systems, leaders should plan extensively, not only for choosing and implementing strategies for holistic outcomes but also for managing unintended and undesired results that can arise despite thoughtful planning. Importantly, this dissertation confirms the interconnectedness of organizations and their internal and external environments, which must be considered when implementing turnaround strategies.
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