{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/19064"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/19064","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"Corporate turnarounds as strategic reorientations: A field study of turnaround attempts from firm-based decline","abstract":"This study develops and empirically tests propositions derived from a model of the corporate turnaround process. This model, based on several established streams of organizational research, proposes that successful turnaround attempts for firms suffering from firm-based decline (as opposed to industry decline) will be positively associated with declining firms (a) changing their strategic orientation, (b) changing their strategic decision makers, (c) maintaining enough slack resources to enact strategic change and (d) being able to combine several or all three of these factors in one turnaround attempt.","abstract_html":"This study develops and empirically tests propositions derived from a model of the corporate turnaround process. This model, based on several established streams of organizational research, proposes that successful turnaround attempts for firms suffering from firm-based decline (as opposed to industry decline) will be positively associated with declining firms (a) changing their strategic orientation, (b) changing their strategic decision makers, (c) maintaining enough slack resources to enact strategic change and (d) being able to combine several or all three of these factors in one turnaround attempt.","abstract_has_math":false,"creators":["Barker, Vincent Leland"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Business Administration","degree_department":null,"school":null,"contributors":["Duhaime, Irene M."],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2011,"date_issued":"2011-05-07T11:55:51Z","date_published":"2011-05-07T11:55:51Z","updated_at":"2026-07-22T22:25:12Z","subjects":["Business Administration, General","Business Administration, Management"],"languages":["eng"],"rights":["Copyright 1992 Barker, Vincent Leland"],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["AAI9215774","(UMI)AAI9215774"],"render_values":[{"text":"AAI9215774","href":null,"code":true},{"text":"(UMI)AAI9215774","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/2142/19064","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Duhaime, Irene M."]},{"key":"dc:creator","label":"Author","values":["Barker, Vincent Leland"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2011-05-07T11:55:51Z","10000-01-01","1992"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Business Administration"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Business Administration, General","Business Administration, Management"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["eng"]},{"key":"dc:rights","label":"Dc Rights","values":["Copyright 1992 Barker, Vincent Leland"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["AAI9215774","(UMI)AAI9215774","http://hdl.handle.net/2142/19064"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["This study develops and empirically tests propositions derived from a model of the corporate turnaround process. This model, based on several established streams of organizational research, proposes that successful turnaround attempts for firms suffering from firm-based decline (as opposed to industry decline) will be positively associated with declining firms (a) changing their strategic orientation, (b) changing their strategic decision makers, (c) maintaining enough slack resources to enact strategic change and (d) being able to combine several or all three of these factors in one turnaround attempt.","Hypotheses based on propositions from the model are tested with regression analyses utilizing field data collected from structured interviews with top managers in 29 corporations attempting turnarounds (some successful, some unsuccessful) from firm-based decline. The results indicate that declining firms are more likely to have successful turnaround attempts when these firms: (a) significantly alter their strategic orientation as part of the turnaround attempt, (b) are able to combine this change in strategic orientation with Chief Executive Officer changes, (c) empower new Directors on the Board of Directors and (d) are not collapsing towards a financial crisis at the time of the turnaround attempt. Implications of these findings for both corporate management and turnaround research are discussed.","The study extends and improves on past corporate turnaround research in several ways. First, past research is integrated and extended by combining several independent streams of research into an inclusive and detailed model of the turnaround process. Second, an important distinction is made between turnaround attempts from firm-based decline (r-type decline) and industry-based decline (k-type decline). The study design then subsequently controls the potential sample of firms restricting it to firms attempting turnarounds from firm-based decline. Finally, the study uses structured interviewing to collect data, which is a methodology that enables clearer testing of the hypotheses relative to the case-based or archival methods used by past researchers.","Made available in DSpace on 2011-05-07T11:55:51Z (GMT). No. of bitstreams: 2 license.txt: 4922 bytes, checksum: 910b249b4beec47e7ab768910c8f966f (MD5) 9215774.pdf: 23462361 bytes, checksum: 01a1607b8b68b38857738d3d78bbaf1a (MD5) Previous issue date: 1992","Item marked as restricted to the 'UIUC Users [automated]' Group (id=2) by Howard Ding (hding2@illinois.edu) on 2011-05-07T14:34:25Z Item is restricted indefinitely.","Restriction data tranferred 2014-07-01T11:13:07-05:00 Original Data Group with Access UIUC Users [automated] Release Date: none Reason: ETDs are only available to UIUC Users without author permission","ETDs are only available to UIUC Users without author permission","U of I Only"]},{"key":"dc:title","label":"Title","values":["Corporate turnarounds as strategic reorientations: A field study of turnaround attempts from firm-based decline"]}]}],"canonical_facts":{"dc:contributor":["Duhaime, Irene M."],"dc:creator":["Barker, Vincent Leland"],"dc:date":["2011-05-07T11:55:51Z","10000-01-01","1992"],"dc:description":["This study develops and empirically tests propositions derived from a model of the corporate turnaround process. This model, based on several established streams of organizational research, proposes that successful turnaround attempts for firms suffering from firm-based decline (as opposed to industry decline) will be positively associated with declining firms (a) changing their strategic orientation, (b) changing their strategic decision makers, (c) maintaining enough slack resources to enact strategic change and (d) being able to combine several or all three of these factors in one turnaround attempt.","Hypotheses based on propositions from the model are tested with regression analyses utilizing field data collected from structured interviews with top managers in 29 corporations attempting turnarounds (some successful, some unsuccessful) from firm-based decline. The results indicate that declining firms are more likely to have successful turnaround attempts when these firms: (a) significantly alter their strategic orientation as part of the turnaround attempt, (b) are able to combine this change in strategic orientation with Chief Executive Officer changes, (c) empower new Directors on the Board of Directors and (d) are not collapsing towards a financial crisis at the time of the turnaround attempt. Implications of these findings for both corporate management and turnaround research are discussed.","The study extends and improves on past corporate turnaround research in several ways. First, past research is integrated and extended by combining several independent streams of research into an inclusive and detailed model of the turnaround process. Second, an important distinction is made between turnaround attempts from firm-based decline (r-type decline) and industry-based decline (k-type decline). The study design then subsequently controls the potential sample of firms restricting it to firms attempting turnarounds from firm-based decline. Finally, the study uses structured interviewing to collect data, which is a methodology that enables clearer testing of the hypotheses relative to the case-based or archival methods used by past researchers.","Made available in DSpace on 2011-05-07T11:55:51Z (GMT). No. of bitstreams: 2 license.txt: 4922 bytes, checksum: 910b249b4beec47e7ab768910c8f966f (MD5) 9215774.pdf: 23462361 bytes, checksum: 01a1607b8b68b38857738d3d78bbaf1a (MD5) Previous issue date: 1992","Item marked as restricted to the 'UIUC Users [automated]' Group (id=2) by Howard Ding (hding2@illinois.edu) on 2011-05-07T14:34:25Z Item is restricted indefinitely.","Restriction data tranferred 2014-07-01T11:13:07-05:00 Original Data Group with Access UIUC Users [automated] Release Date: none Reason: ETDs are only available to UIUC Users without author permission","ETDs are only available to UIUC Users without author permission","U of I Only"],"dc:identifier":["AAI9215774","(UMI)AAI9215774","http://hdl.handle.net/2142/19064"],"dc:language":["eng"],"dc:rights":["Copyright 1992 Barker, Vincent Leland"],"dc:subject":["Business Administration, General","Business Administration, Management"],"dc:title":["Corporate turnarounds as strategic reorientations: A field study of turnaround attempts from firm-based decline"],"dc:type":["text"],"thesis:degree_discipline":["Business Administration"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Ph.D."],"thesis:institution_name":["University of Illinois at Urbana-Champaign"]},"updated_at":"2026-07-22T22:25:12Z"}