Corporate turnarounds as strategic reorientations: A field study of turnaround attempts from firm-based decline

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.

Name thesis:degree_name

Ph.D.

Level thesis:degree_level

Dissertation

Discipline thesis:degree_discipline

Business Administration

Grantor

University of Illinois at Urbana-Champaign

Year dc:date

2011

Author dc:creator

• Barker, Vincent Leland

Contributors dc:contributor

• Duhaime, Irene M.

• Business Administration, General
• Business Administration, Management

Statement dc:rights

• Copyright 1992 Barker, Vincent Leland

Language dc:language

eng

Identifier

AAI9215774
(UMI)AAI9215774

OAI identifier oai:identifier

oai:www.ideals.illinois.edu:2142/19064