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Journal articles on the topic 'Corporate restructuring'

To see the other types of publications on this topic, follow the link: Corporate restructuring.

Author: Grafiati

Published: 4 June 2021

Last updated: 11 March 2023

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1

Khandwalla, Pradip N. "Creative Restructuring." Vikalpa: The Journal for Decision Makers 26, no. 1 (January 2001): 3–18. http://dx.doi.org/10.1177/0256090920010102.

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In the context of liberalization of globalization of economy, the changes required in the functioning of corporates need to be vast. Corporate restructuring has become an important means for achieving such changes in India and elsewhere. The restructuring paradigm of western international management consultants (WIMCs) has come into vogue among large Indian public and private corporates. One major restructuring choice is between the WIMC paradigm and a creative, participatory, largely self-help mode of corporate restructuring. Creative restructuring is illustrated by three case studies. Another major restructuring choice is between creative and non-creative modes. Based on a study of 120 turnarounds from a number of countries, 42 creative restructurings for turnaround are contrasted with 47 non-creative restructurings for turnaround along 14 categories of turnaround action. The necessity of creative, participatively improvised restructuring to institutionalize adaptive capabilities and achieve quantum leap in corporate excellence in a hyper-competitive environment is highlighted. Several steps are suggested for practitioners seeking effective creative restructuring.

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2

Eckbo, B. Espen. "Corporate Restructuring." Foundations and Trends® in Finance 7, no. 3 (2013): 159–288. http://dx.doi.org/10.1561/0500000028.

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3

Prasad, A., A. Munjal, and S. Shivani. "Corporate Restructuring." Paradigm 1, no. 2 (January 1998): 154–60. http://dx.doi.org/10.1177/0971890719980222.

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4

Hopewell, Barry. "Corporate restructuring." Long Range Planning 30, no. 5 (October 1997): 804–5. http://dx.doi.org/10.1016/s0024-6301(97)81337-4.

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5

Sari, Nur Afiqoh. "The Effect of Corporate Life Cycle on Corporate Restructuring." Riset Akuntansi dan Keuangan Indonesia 7, no. 1 (May 17, 2022): 16–25. http://dx.doi.org/10.23917/reaksi.v7i1.15373.

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This study aims to determine the effect of corporate life cycle on restructuring decisions with governance and financial distress as moderating variables in manufacturing companies listed on the Indonesia Stock Exchange in five years (2013-2017) and there are 480 data for the sample. The hypotheses tested using logistic regression. The results of this study indicate that life cycle has an effect on restructuring decisions. Financial distress strengthen the influence of the "birth" and "mature" stages to carry out managerial restructuring, and strengthen the "growth" stage to carry out operational restructuring and financial restructuring. However, financial distress does not moderate the influence of the life cycle on asset restructuring. Governance weakens the influence of the “birth” stage in managerial restructuring and also weakens the influence of the “birth” and “mature” stages in financial restructuring strategies. GCG does not moderate the effect of the life cycle on operational restructuring and asset restructuring.

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6

Robinson, Patricia, and Norihiko Shimizu. "Japanese Corporate Restructuring." Academy of Management Perspectives 20, no. 3 (August 2006): 44–75. http://dx.doi.org/10.5465/amp.2006.21903481.

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7

Brickley, James A., and Leonard D. Van Drunen. "Internal corporate restructuring." Journal of Accounting and Economics 12, no. 1-3 (January 1990): 251–80. http://dx.doi.org/10.1016/0165-4101(90)90050-e.

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8

Heugens, Pursey P. M. A. R., and Hans Schenk. "Rethinking corporate restructuring." Journal of Public Affairs 4, no. 1 (February 2004): 87–101. http://dx.doi.org/10.1002/pa.173.

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9

Ndekugri, Dr Alhassan. "Corporate Restructuring and Investment." Asian Journal of Finance & Accounting 10, no. 1 (June 17, 2018): 351. http://dx.doi.org/10.5296/ajfa.v10i1.13183.

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Corporate Restructuring looked the strategies employed by managers and leaders of a corporation in times of performance decline to put the corporation back to its normalcy. It is of no doubt that a good performing corporation motivate people to invest. This Research was conducted to investigate how the participants as investor and potential investors want from their Corporate managers and leaders in terms of putting the corporation in good shape. This research Used a survey technique and data was analyzed using SPSS and Excel software. The results showed that there was a relationship between Corporate previous performance and investment decision, at a p-values of 0.779 and 1.000 respectively, which was greater than the significance level of 0.05 we failed to reject the null hypothesis and concluded both Corporate previous performance and Corporate location may have an influence on investors decision making.

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10

Mokrova, Lidiia Pavlovna. "Specific Terms and Processes of Corporate Restructuring." Revista Gestão Inovação e Tecnologias 11, no. 3 (June 30, 2021): 2022–30. http://dx.doi.org/10.47059/revistageintec.v11i3.2070.

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11

Su Dinh, Thanh, Nguyen Doan Vu, and Trung Bui Thanh. "Corporate Restructuring in Vietnam: An Analysis of Asset Restructuring." Journal of Asian Business and Economic Studies 23, no. 03 (July 1, 2016): 02–35. http://dx.doi.org/10.24311/jabes/2016.23.3.04.

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Corporate restructuring is likely to be approached from various aspects. In this paper and in the context of Vietnam, it is inspected via asset restructuring. Using both financial and non-financial indicators of 226 listed firms on Hochiminh Stock Exchange (HOSE) and Hanoi Stock Exchange (HNX) over the 2007–2014 period, this paper investigates: (i) the determinants of corporate restructuring in Vietnam; and (ii) the effects of corporate restructuring on corporate performance. Empirical findings show that: (i) the fact that an enterprise conducts its restructuring plans primarily depends on its performance, and ownership concentration has a negative impact on the process of restructuring; (ii) a board with the presence of outside directors has positive and statistically significant effects on the performance of the firm, and foreign holdings lead to subsequent performance improvement.

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12

Champlin, Dell P., and Janet T. Knoedler. "Restructuring by Design: Government’s Complicity in Corporate Restructuring." Journal of Economic Issues 33, no. 1 (March 1999): 41–57. http://dx.doi.org/10.1080/00213624.1999.11506134.

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13

Alias, Norazlan, Mohd Hasimi Yaacob, and Nahariah Jaffar. "Board Composition, Corporate Restructuring and Corporate Policy." Advanced Science Letters 23, no. 1 (January 1, 2017): 566–68. http://dx.doi.org/10.1166/asl.2017.7256.

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14

Akbar, Minhas, Ammar Hussain, Marcela Sokolova, and Tanazza Sabahat. "Financial Distress, Firm Life Cycle, and Corporate Restructuring Decisions: Evidence from Pakistan’s Economy." Economies 10, no. 7 (July 20, 2022): 175. http://dx.doi.org/10.3390/economies10070175.

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This study examines the influence of financial distress on corporate restructuring decisions and whether this restructuring varies across the Firm Life Cycle (FLC) stages of Pakistani non-financial listed firms for the 12 years from 2005 to 2016 inclusive. FLC stages and financial distress are measured using the Dickinson model and Altman Z-score, respectively. Corporate restructuring is segregated into equity and debt restructuring. The data are analyzed using a panel logistic regression model. The results reveal that financial distress is negatively associated with corporate debt restructuring decisions and positively associated with corporate equity restructuring decisions. Further analysis shows that new, growing and mature firms have positive associations with equity restructuring decisions and negative associations with debt restructuring decisions, while declining firms prefer debt restructuring. This study has important implications for corporate managers and policy makers.

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15

Lim, Joohyun. "Determinant of Preemptive Corporate Restructuring." Research in Economics and Management 5, no. 3 (July 15, 2020): p101. http://dx.doi.org/10.22158/rem.v5n3p101.

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In this paper, I investigate whether companies with high quality accounting information carry out preemptive corporate restructuring or not. I find the higher the quality of accounting information, the more proactive the corporate restructuring for the following reasons. First, Board of Directors overseeing the management basically identifies the financial position and performance of the entity through accounting information, it will encourage the management to make preemptive restructuring decisions when it is necessary to improve its operating performance or improve its financial structure through corporate restructuring such as the sale of assets, interests, affiliates and business units. Second, high-quality accounting information will play a role in enhancing possibility of completion of corporate restructuring. This finding suggests that high quality of accounting information was required as a determinant that could enhance the practicability of preemptive restructuring.

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16

Bivainis, Juozas, and Andrius Tamošiūnas. "STRATEGIC SOLUTIONS FOR CORPORATE RESTRUCTURING." International Journal of Strategic Property Management 8, no. 1 (March 31, 2004): 45–55. http://dx.doi.org/10.3846/1648715x.2004.9637506.

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The paper analyses solutions of corporate restructuring, specifying the techniques of their application in the context of improvement of strategic management, rationalization of corporate management functions as well as measures to control the restructuring process. The benefit of application of the proposed corporate restructuring solutions is revealed. Greater possibilities to rationalize the restructuring process, use of human potential, material and financial assets, other relevant strategic corporate property, to develop resources of an enterprise and thus to reach greater competitiveness of enterprises are created.

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17

Strelnik, Mikhail. "Corporate Restructuring as a Risk Treatment Method." Verslas: teorija ir praktika 17, no. 3 (September 29, 2016): 225–33. http://dx.doi.org/10.3846/btp.2016.658.

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The article is aimed at the development of risk treatment methods. The author considers different risk treatment methods and proposes corporate restructuring as one of the methods. Corporate restructuring has not been seen yet as the method of risk treatment in risk management literature but the practice of its implementation in response to risk effects is obvious. The author describes risk parameters and different risk treatment methods which can be applied and point out corporate restructuring as one of them. The features of corporate restructuring as a risk treatment method are identified. The author proposes the algorithm of risk treatment on the basis of corporate restructuring and it can be looked as part of risk management of the company.

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18

NGUYEN, DOAN VU, BUI THANH TRUNG, and SU DINH THANH. "Corporate Restructuring in Vietnam: An Analysis of Asset Restructuring." Journal of Economics Development 23, no. 3 (July 1, 2016): 02–35. http://dx.doi.org/10.24311/jed/2016.23.3.04.

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19

Schipper, Katherine, J. Fred Weston, Kwang S. Chung, and Susan E. Hoag. "Mergers, Restructuring, and Corporate Control." Journal of Finance 45, no. 5 (December 1990): 1723. http://dx.doi.org/10.2307/2328765.

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20

Liszewski, Diane M., and Elsie I. Griffith. "Diversification and Corporate Restructuring Revisited." Nursing Clinics of North America 23, no. 2 (June 1988): 399–413. http://dx.doi.org/10.1016/s0029-6465(22)01394-9.

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21

Pavlova, L. N. "GLOBAL TRENDS IN CORPORATE RESTRUCTURING." Vestnik of the Plekhanov Russian University of Economics 1, no. 1 (February 15, 2020): 5–15. http://dx.doi.org/10.21686/2413-2829-2020-1-5-15.

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22

Wan-Jin Choi. "Desirable Directions for Corporate Restructuring." HUFS Law Review 39, no. 2 (May 2015): 65–80. http://dx.doi.org/10.17257/hufslr.2015.39.2.65.

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23

Bruner, Robert F. "LEVERAGED ESOPS AND CORPORATE RESTRUCTURING." Journal of Applied Corporate Finance 1, no. 1 (March 1988): 54–66. http://dx.doi.org/10.1111/j.1745-6622.1988.tb00158.x.

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24

Singh, Harbir. "CHALLENGES IN RESEARCHING CORPORATE RESTRUCTURING*." Journal of Management Studies 30, no. 1 (January 1993): 147–72. http://dx.doi.org/10.1111/j.1467-6486.1993.tb00299.x.

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25

Renneboog, Luc, and Peter G. Szilagyi. "Corporate Restructuring and Bondholder Wealth." European Financial Management 14, no. 4 (September 2008): 792–819. http://dx.doi.org/10.1111/j.1468-036x.2007.00414.x.

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26

Bowman, Edward H., and Harbir Singh. "Corporate restructuring: Reconfiguring the firm." Strategic Management Journal 14, S1 (1993): 5–14. http://dx.doi.org/10.1002/smj.4250140903.

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27

Obradović Mazal, Tamara. "EU rescue and restructuring state aid guidelines." Zbornik Pravnog fakulteta Sveučilišta u Rijeci 39, no. 4 (2019): 1927–50. http://dx.doi.org/10.30925/zpfsr.39.4.17.

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Undertakings in difficulty, having exhausted all market options, may resort to State aid to rescue and/or restructure its operations in order to return to viability. the author looks closer into the opportunity for such undertakings to change within so as to abandon practices which may have represented at least one of the roots of the deficiencies leading them to difficulties. The stringent rules of rescue and restructuring of firms in difficulties provide a second chance to restore their business, account of debts, take stock of actions and potentially rise again. Yet, the overall restructuring given as a second chance by the State aid and the role of the state, should not present a carte blanche for old policies and approaches to be repeated with the taxpayers’ money. The restructuring should also be a stock-taking opportunity, an internal scrutiny where the corporate culture and the governance of the undertaking changes as well. There should be room to (re)consider corporate governance and audit of corporate culture as elements of restructuring process as well as restructuring plans, to prevent the undertaking on the receiving end of State aid to lapse again. Being given a second chance, applying practices and exercising behaviour that (may) have lead the undertaking to its difficulties, is not a guarantee of successful restructuring and return to viability but may, indeed, represent an internal subjective peril to the objective restructuring goals to be achieved. Hence, the author explores whether non-tangible elements such as an enhanced corporate governance and change of corporate culture, should be introduced as mandatory in the course of undertaking restructuring. The author does not probe into corporate governance and corporate culture as such, but perceives them as welcoming factors to achieve the desired outcome of restructuring aid, namely a successful return to viability using restructuring aid.

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28

Venkiteswaran, N. "Restructuring of Corporate India: The Emerging Scenario." Vikalpa: The Journal for Decision Makers 22, no. 3 (July 1997): 3–13. http://dx.doi.org/10.1177/0256090919970301.

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Corporate India has been steadily restructuring itself through mergers, acquisitions, divestitures, and other means as it repositions itself in the post-liberaliza tion environment. While examining the restructuring trends, N Venkiteswaran asserts that the restructuring phenomenon is set to gather pace in the coming months.

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29

Appa Rao, Kambakula, and Dr V. Mary Jessica. "CORPORATE FINANCIAL DISTRESS – CORPORATE DEBT RESTRUCTURING MECHANISM IN INDIA." PEOPLE: International Journal of Social Sciences 3, no. 1 (January 1, 2017): 516–22. http://dx.doi.org/10.20319/pijss.2017.s31.516522.

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30

Clark, G. L. "Costs and Prices, Corporate Competitive Strategies and Regions." Environment and Planning A: Economy and Space 25, no. 1 (January 1993): 5–26. http://dx.doi.org/10.1068/a250005.

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This paper makes a number of contributions to our understanding of industrial restructuring and regional adjustment. A distinction is made between restructuring and economic growth and development, with the author arguing that restructuring is more than autonomous economic change; it is a process of deliberate or planned structural reconfiguration. An analytical framework is used to understand the logic of restructuring from the vantage point of the competitive strategies of firms; how firms plan their market strategies given the nature and costs of production, market prices, and the temporal pattern of economic events. The author is also very much concerned with understanding the role of regions in restructuring, moving from the spatial impacts of restructuring through to an understanding of why regions have a significant role in shaping the design and implementation of restructuring, and then to an appreciation of the increasing status of regions in the competitive strategies of corporations. Throughout, reference is made to the experience of North America. In conclusion, however, some observations are made about the relevance of this framework to other countries.

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31

Dzingirai, Mufaro, and Neeta Baporikar. "Financial Restructuring and Commercial Banks Performance Nexus in Zimbabwe." International Journal of Corporate Finance and Accounting 9, no. 1 (January 1, 2022): 1–13. http://dx.doi.org/10.4018/ijcfa.312567.

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Corporate restructuring has gained considerable salience in strategic management in recent years. Effective corporate restructuring has permitted strategic managers of ailing organizations to regain their competitive advantage. Specifically, financial restructuring is one of the key pillars of corporate restructuring. Prior research on the nexus between financial restructuring and performance of commercial banking institutions in developed and developing nations has yielded inconclusive empirical evidence. Therefore, the focus of this study is to examine the nexus between financial restructuring and performance of commercial banks in Zimbabwe. This study employs the random effects model (REM) by making use of 2011-2016 panel data from 10 commercial banks. Empirical evidence establishes that financial restructuring has a positive influence on performance of commercial banks. The study, therefore, recommends that the management of commercial banks should embrace a conservative approach by increasing equity financing so as to avoid bank failures.

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32

Norazlan, Alias, Yaacob Mohd Hasimi, and Jaffar Nahariah. "GOVERNANCE STRUCTURE, CORPORATE RESTRUCTURING AND PERFORMANCE." Polish Journal of Management Studies 15, no. 1 (June 2017): 7–14. http://dx.doi.org/10.17512/pjms.2017.15.1.01.

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33

Påhlsson, Robert. "Corporate Reorganization and Restructuring in Sweden." Intertax 27, Issue 12 (December 1, 1999): 474–77. http://dx.doi.org/10.54648/taxi1999077.

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34

Titova, E. S. "Practical implications of innovative corporate restructuring." Vegetable crops of Russia, no. 1 (March 30, 2012): 62–63. http://dx.doi.org/10.18619/2072-9146-2012-1-62-63.

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The importance of scientific efforts and practical implementation of innovative researches and technologies into unstable market environment are underlined in the article. This special model could improve efficiency of innovative enterprise management having specific targets of development and practice determinations.

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35

Amudha, R., and A. Dhanalakshmi. "Building on Synergies:Analysis on Corporate Restructuring." Adarsh Journal of Management Research 1, no. 1 (September 1, 2008): 39. http://dx.doi.org/10.21095/ajmr/2008/v1/i1/88382.

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36

Enderwick, Peter. "Multinational Corporate Restructuring and International Competitiveness." California Management Review 32, no. 1 (October 1989): 44–58. http://dx.doi.org/10.2307/41166733.

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37

Shin, Jongsoon. "Corporate Restructuring and Its Macro Effects." IMF Working Papers 17, no. 17 (2017): 1. http://dx.doi.org/10.5089/9781475572438.001.

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38

Miller, Merton H. "TAX OBSTACLES TO VOLUNTARY CORPORATE RESTRUCTURING." Journal of Applied Corporate Finance 4, no. 3 (September 1991): 20–23. http://dx.doi.org/10.1111/j.1745-6622.1991.tb00613.x.

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39

Lee, Chang-min, and Seung-yoon Hyeon. "Corporate Restructuring Economic Approach and Improvement." Korean Journal of Law and Economics 15, no. 1 (April 30, 2018): 105–27. http://dx.doi.org/10.46758/kjle.2018.04.15.1.105.

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40

Arndt, Margarete, and Barbara Bigelow. "Benefits and Disadvantages of Corporate Restructuring." Hospital Topics 74, no. 1 (January 1996): 21–25. http://dx.doi.org/10.1080/00185868.1996.11736045.

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41

Zhang, Yilei, and Song Wang. "Corporate restructuring and product market behaviour." Applied Financial Economics 23, no. 7 (April 2013): 603–17. http://dx.doi.org/10.1080/09603107.2012.736940.

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42

Clement, Jan P., Thomas A. D??Aunno, and Barbara Lou M. Poyzer. "Hospital Corporate Restructuring and Financial Performance." Medical Care 31, no. 11 (November 1993): 975–88. http://dx.doi.org/10.1097/00005650-199311000-00001.

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43

Horn, Robert N., and Robert T. Jerome. "When Corporate Restructuring Meets Higher Education." Academe 82, no. 3 (1996): 34. http://dx.doi.org/10.2307/40251478.

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44

Kenny, James T. "The campus responsibility in corporate restructuring." Innovative Higher Education 14, no. 1 (1989): 5–14. http://dx.doi.org/10.1007/bf00889758.

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45

Hakkala, Katariina. "Corporate restructuring and labor productivity growth." Industrial and Corporate Change 15, no. 4 (July 31, 2006): 683–714. http://dx.doi.org/10.1093/icc/dtl015.

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46

Meister, Paul M., and Gilbert V. Cady. "Corporate Takeovers and Petroleum-Industry Restructuring." Journal of Petroleum Technology 38, no. 05 (May 1, 1986): 549–56. http://dx.doi.org/10.2118/15169-pa.

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47

Champlin, Dell. "Toward an ethics of corporate restructuring." International Journal of Social Economics 25, no. 9 (October 1998): 1353–66. http://dx.doi.org/10.1108/03068299810213963.

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48

Verboven, Frank. "Corporate restructuring in a collusive oligopoly." International Journal of Industrial Organization 13, no. 3 (September 1995): 335–54. http://dx.doi.org/10.1016/0167-7187(94)00458-e.

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49

Koh, SzeKee, Robert B. Durand, Lele Dai, and Millicent Chang. "Financial distress: Lifecycle and corporate restructuring." Journal of Corporate Finance 33 (August 2015): 19–33. http://dx.doi.org/10.1016/j.jcorpfin.2015.04.004.

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50

Turnley, William H., and Daniel C. Feldman. "Psychological contract violations during corporate restructuring." Human Resource Management 37, no. 1 (1998): 71–83. http://dx.doi.org/10.1002/(sici)1099-050x(199821)37:1<71::aid-hrm7>3.0.co;2-s.

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