Academic literature on the topic 'Organisational turnaround'
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Journal articles on the topic "Organisational turnaround"
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Panicker, Sunitha, and Mathew J. Manimala. "Successful turnarounds: the role of appropriate entrepreneurial strategies." Journal of Strategy and Management 8, no. 1 (February 16, 2015): 21–40. http://dx.doi.org/10.1108/jsma-06-2014-0050.
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Purpose – The purpose of this paper is to report on a research study aimed at comparing the causes of organisational decline and turnaround strategies involved in cases of successful and unsuccessful turnarounds, with a view to identifying the differences, if any, between the two groups, which in turn is expected to provide useful information to academics, practitioners and policy makers. Design/methodology/approach – Since turnaround is a business phenomenon of general interest, their stories are often published in business periodicals, which are a rich source of data on them. In order to tap this data source, the present paper employed a method of content analysis for the proposed investigation on the cause of organisational decline and turnaround strategies used. In order to quantify the data, a three-point scale was developed, where the presence of a cause/strategy is rated as “3”, its ambivalence as “2” and its absence as “1”, whose validity was assessed through the inter-rater agreement indices. The data thus generated are amenable to statistical analyses, using which the more commonly prevalent causes of organisational decline and the strategies commonly employed for turnaround by the successful and unsuccessful companies are identified. Findings – The findings of the present study have generated a few useful insights. First, the primary causes for organisational decline are the internal weaknesses of the organisation; in fact the external changes can adversely affect the organisation only if it is internally weak. Second, organisational decline caused by multiple factors (which is usually the case) can be managed effectively by adopting a variety of strategies; hence a single-pronged strategy is often found to be ineffective. Third, the more successful turnarounds had a diverse portfolio of strategies including those of institution-building, often employed in a phased manner, consistent with the stage theories of turnaround. Research limitations/implications – The limitations of this research arise mainly from the generation of data from published sources and the consequent biases, which can be managed, to a large extent, by using multiple sources for the same case for reducing the publishers’ biases as well as by having multiple raters for identifying the researcher’s biases, if any. Originality/value – The study has highlighted the need for addressing the internal causes of organisational decline on a priority-basis rather than blaming the external factors, besides pointing to the need for adopting a variety of strategies for dealing with the diversity of causes affecting the organisation’s health, particularly the need for institutionalising the changes. These findings can be of help especially to turnaround managers and policy-makers in dealing with organisational decline and thus contribute to the creation and enhancement of economic value.
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Llanos-Contreras, Orlando Antonio, and Muayyad Jabri. "Exploring family business decline with socioemotional wealth perspective." Academia Revista Latinoamericana de Administración 32, no. 1 (March 4, 2019): 63–78. http://dx.doi.org/10.1108/arla-02-2018-0042.
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PurposeThe purpose of this paper is to determine how family and business priorities influence organisational decline and turnaround in a family business.Design/methodology/approachFollowing critical realism as philosophical orientation, this research is based on an exploratory single case study.FindingsThis research identified specific socioemotional wealth priorities driving this organisation decline and turnaround. The study also determined how the family and business dynamic leads to decisions that first trigger the organisational decline and then explain the successful implementation of turnaround strategies.Research limitation/implicationsFindings of this research provide limited and contingent theoretical generalisation. Accordingly, replication and further quantitative research is required for a better understanding of this phenomenon.Practical implicationsManagers can benefit from this paper by noting which behaviour could lead to organisational decline and which factors could lead to a turnaround. Similarly, managers can learn about the importance of the alignment of socioemotional wealth priorities as a critical response factor to determine whether to follow exit strategies or turnaround (succession) actions.Originality valueThe study contributes to the organisational decline literature and family business literature. It advances the understanding of how family businesses should balance family and business priorities to avoid organisational decline and identify strategies successfully implemented for turning around.
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Jeyavelu, S. "Organisational Identity Dissonance in Organisational Decline and Turnaround." Vision: The Journal of Business Perspective 13, no. 2 (April 2009): 33–45. http://dx.doi.org/10.1177/097226290901300204.
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Miglani, Seema. "CEO characteristics and corporate turnaround: evidence from Australia." Corporate Ownership and Control 11, no. 2 (2014): 362–76. http://dx.doi.org/10.22495/cocv11i2c3p5.
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This study explores the role of strategic leadership in declining firms by empirically examining the association between various CEO characteristics such as duality, tenure, interlocking, founder status, functional background and the turnaround outcome for the firm. Using a match-pair sample of 94 turnaround and 94-non-turnaround Australian firms, results show that turnaround firms are more likely to have CEOs that are also board chairpersons, have more external board appointments and short tenures. In contrast, any significant association between a CEO’s functional background, founder status and likelihood of turnaround was not identified. Overall, the findings provide further empirical support for the role of CEOs strategic leadership in shaping organisational outcomes especially when companies are under performing.
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Mofolo, Malefetsane. "Reinforcing a Turnaround Strategy for Municipalities to Improve Performance." Africa’s Public Service Delivery and Performance Review 1, no. 2 (September 1, 2012): 21. http://dx.doi.org/10.4102/apsdpr.v1i2.28.
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There has been public outcry in South Africa about poor performance of municipalities. That many municipalities are not living up to expectations is confirmed research. Currently, the Department of Governance and Traditional affairs (CoGTA) has developed a Local Government Turnaround Strategy (the LGTAS, 2009) in an attempt to address areas that are riddled with poor performance. A workable theoretical framework is required in municipalities to help bring about change initiatives and reinforce intended change in organisational aspects as captured in the LGTAS (2009). A model for achieving effective organisational change is proposed as the basis for municipal administrative functions and reinforcement of the turnaround strategy.
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Santana, Mónica, Ramon Valle Cabrera, and José-Luis Galán González. "Sources of decline, turnaround strategy and HR strategies and practices: The case of Iberia Airlines." Economic and Industrial Democracy 40, no. 3 (June 4, 2018): 583–610. http://dx.doi.org/10.1177/0143831x18772356.
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This study investigates the coevolution of the sources of decline, the turnaround strategy and the human resource strategy (HRS) at Iberia Airlines, together with the influence of employee responses to these strategies. The analysis of several moments of organisational decline at Iberia, comparing measures adopted in pre- and post-financial crisis periods, shows that, in a sector experiencing a fiercely competitive transformation that negatively affects established companies, the use of downsizing in an organisation with internal deficiencies may create further problems within the company, while an HRS based on flexibility-oriented practices and a fostering approach to strategic negotiations will improve the requisite recovery strategy.
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Stafrace, Simon, and Alan Lilly. "Turnaround in an aged persons' mental health service in crisis: a case study of organisational renewal." Australian Health Review 32, no. 3 (2008): 577. http://dx.doi.org/10.1071/ah080577.
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This case study demonstrates how leadership was harnessed to turn around a decline in the performance of an aged persons? mental health service ? the Namarra Nursing Home at Caulfield General Medical Centre in Melbourne, Australia. In 2000 the nursing home faced a crisis of public confidence due to failings in the management of quality, clinical risk and human resources within the service. These problems reflected structural and operational shortcomings in the clinical directorate and wider organisation. In this article, we detail the process of turnaround from the perspective of senior executive managers with professional and operational responsibility for the service. This turnaround required attention to local clinical accountability and transformation of the mental health program from a collocated but operationally isolated service to one integrated within the governance structures of the auspicing organisation.
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Komen, Lucy Birir. "EFFECT OF TURNAROUND STRATEGIES ON PERFORMANCE OF PUBLIC CORPORATIONS IN KENYA." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 10, no. 4 (November 8, 2014): 2032–45. http://dx.doi.org/10.24297/ijmit.v10i4.628.
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Many public corporations experiencing decline in performance have opted to implement turnaround strategies to improve their performance. This study extends previous research findings by seeking to examine the effect of turnaround strategies on performance of Public Corporations in Kenya, by identifying the turnaround strategies adopted in these Corporations, and to determine the effect of turnaround strategies on their performance. To achieve this objective, correlational research was adopted. The target population comprised 162 public corporations in Kenya. A purposive sample of thirty two (32) corporations was used in the study. A Likert type scale questionnaire was administered to respondents to collect data from the selected public corporations. Primary data was complemented with secondary data collected from the corporations for the previous three years. Data collected was edited and processed using Statistical Package for the Social Sciences (SPSS). Descriptive statistics that is in percentages were used to describe the research variables. Pearsons product moment coefficient was used to examine the relationship between turnaround strategies and organisational performance and multiple regression was used to establish the effect of turnaround strategies on performance of the corporations. The results showed a significant positive relationship between turnaround strategies and performance, P-value<0.05. The positive relationship suggests that when declining corporations implement turnaround strategies (revenue generating and cost reduction strategies) their performance when measured using the balance scorecard measurement tool which measures financial perspective, customer satisfaction, internal business processes and innovation and learning perspectives, will improve positively. The findings also found that cost reduction strategies had a greater effect on the performance of public corporations in Kenya compared to revenue generating strategies. Therefore, it can be recommended that public corporations need to implement turnaround strategies to turn around declining corporations. The study also recommends areas of further research.
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SCHIUMA, GIOVANNI, ANTONIO LERRO, and DAMIANO SANITATE. "THE INTELLECTUAL CAPITAL DIMENSIONS OF DUCATI'S TURNAROUND: EXPLORING KNOWLEDGE ASSETS GROUNDING A CHANGE MANAGEMENT PROGRAM." International Journal of Innovation Management 12, no. 02 (June 2008): 161–93. http://dx.doi.org/10.1142/s1363919608001935.
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Despite the growing awareness of the importance of researching core strategic resources and capabilities for supporting organisational change, the work that has been done to the date has rarely examined and taken into account the relevance of Intellectual Capital (IC) for the success of a company's strategic turnaround program. Moreover, little attention has been given on what encompasses IC and how it can be conceptualised and interpreted in a change management perspective. Through an extensive review of the literature on IC and along with a case study of the Ducati Motor Holding — one of the leading world brands in the sportive motorcycles manufacturing — this paper aims to bridge this gap first of all by identifying which are the key-knowledge assets involved in a turnaround program, and then focusing on the impact IC has on turnaround actions. Findings highlight important implications both for theory and practice, and reveal interesting relationships that suggest further effort should be placed on the development of a knowledge base-view of company's turnaround and on the analysis of the dynamics that links knowledge assets and successful change management programs.
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Badrul Munir, Maryam binti, Dr Muhamad Muda, and Dr Ummi Salwa Ahmad Bustamam. "REVIEW OF LITERATURE ON TURNAROUND STRATEGY IN BANKING." Humanities & Social Sciences Reviews 6, no. 2 (June 21, 2018): 10–20. http://dx.doi.org/10.18510/hssr.2018.622.
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Purpose of the study: The business cycle always occur in banking activities. For that reason, banks often prepare a turnaround strategy to keep banking growing during changes of business cycles during which often happen during changes in the economic situation or changes in the regulation of a country. This article reviews study on banking turnaround strategy (in conventional and Islamic banks) regarding to the model turnaround strategy by Schoenberg, Collier, and Bowman (2013) from January 1990 to December 2017, in order to identify the current state of study and research gap. The publications were classified into process-orientated strategies and content-orientated strategies. The process-orientated strategies were divided into cost efficiencies, asset retrenchment, focus on core activities and build the activities. Meanwhile, the content-orientated strategies were classified into the changes of organisational structure and culture change.
Methodology: This paper focuses on peer-reviewed Economy journal, excluding book and book chapters. The keywords included ‘turnaround strategy in banking’ and ‘business cycle’. Articles were only selected if they directly addressed into turnaround banking and the business cycle. The sample was generated by applying a keyword search on Mendeley database.
Main Findings: There were 122 out of 250 in the sample analysed on the banking turnaround strategy. The majority of studies were concerned with the process-oriented strategies (such as the focus on core activities and build of the activities).
Applications of this study: This study can be useful for strategic management of banking
Novelty/Originality of this study: The implementation of turnaround model strategy by Schoenberg, Collier, and Bowman (2013) as the management strategies during the recovery process in banking.
Dissertations / Theses on the topic "Organisational turnaround"
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Agnew, Richard Quentin, and n/a. "The Australian Customs Service : towards organisational 'turnaround'." University of Canberra. Administrative Studies, 1999. http://erl.canberra.edu.au./public/adt-AUC20060529.172334.
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For the past decade the Australian Customs Service (ACS) has been regarded as an
organisation in decline. Customs' history has been sporadically influenced by
numerous reports that identify many instances of 'maladministration'. More recently,
instances, such as the 'Midford Paramount Affair', have brought media and public
notoriety to Customs followed by the establishment of the Review of the ACS in May
1993 (The Conroy Report). This, the latest and most comprehensive report
undertaken on the ACS, documented administrative malfunctions of a major kind.
Each report, using its own rationale has recommended more advanced levels of
information technology (IT) application.
To study these protracted administrative issues, the author has used, as the basis of
analysis, a dynamic contingent decision-paths schema as well as furthering the
theoretical constructs of organisational 'reliability' theory. The dynamic contingent
decision-paths schema is designed to provide a conceptual framework regarding
public (and private) sector situations of agency decline, evaluation, strategic response
and finally 'turnaround' policy and implementation. The ACS is now implementing a
comprehensive turnaround strategy, which includes new and novel information
technologies.
Organisational 'reliability' theory relates to organisations that are required to be
highly reliable in their daily work-related activities otherwise crises of some major
magnitude may occur. These organisations need to practice near perfect
organisational and decision-making performance, and tend to be highly technical,
relying increasingly in turn on information technology in managing their respective
systems or operations. Customs was an early innovator in using Electronic Data
Interchange and is now pursuing e-commerce, which in part is being outsourced, to
EDS, a multinational company.
The study initially reviews the recent history of the ACS - 'mapping' the nature of the
organisation's decline, raising relevant factors which the author argues may be seen
as successive 'crisis points', and lastly, addresses the strategic 'turnaround' policies of
the organisation.
The author believes the nadir for Customs has been reached and there are now
positive signs that the ACS has commenced its organisational 'turnaround'.
Organisational design matters including structural and cultural issues have been
addressed which has allowed Customs to forge new relationships with its clients, as
well as fostering 'new' management philosophies. These new philosophies and
relationships, together with participation with an industry lead advisory team and a
new internal management team, have provided the catalyst for change and recovery.
Political and industry pressure and their formal involvement in a recovery strategy
provide a high level of confidence for Customs' future and the strategic and
operational changes being implemented.
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Ravaghi, Hamid. "Organisational failure and turnaround process in NHS hospital trusts." Thesis, University of York, 2007. http://etheses.whiterose.ac.uk/9959/.
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Since 1997, public services improvement has been at the centre of the national policy agenda in the UK. The greater visibility of poor quality and performance has led to an increasing interest among policy makers, health care managers and clinicians in understanding the processes by which underperforming organisations can 'turnaround' their situation. The aim of this thesis is to contribute to a wider understanding of organisational failure and turnaround processes in the public sector, particularly health care organisations. A conceptualisation was carried out concerning organisational failure and the turnaround process in the for-profit sector in relation to a range of theoretical frameworks and models. As a result, the 'stages' theory was selected as a conceptual framework with which to organise and interpret the findings of the empirical part of the study. A comprehensive review was conducted to examine the findings of empirical studies regarding the processes of organisational failure and turnaround across a range of public services. The review showed insufficient empirical studies in this field in the health sector. The review concluded that a range of both external and internal factors contributed to organisational failure and various triggers were identified, which initiated the process of change. A range of turnaround interventions were identified including reorganisation, retrenchment and repositioning strategies. A qualitative case study of a purposefully sampled hospital Trust, involving semistructured interviews (57 interviewees from different organisations) and a review of background documents were carried out to explore the symptoms and causes of organisational failure, factors that triggered the process of change, and the perceived effectiveness of a variety of turnaround interventions. Symptoms of organisational performance failure were identified, including financial deficit, lack of good external relationships, inability to meet core targets, lack of clear management systems and low staff morale. These markers had not been taken seriously by the previous senior management team. Symptoms of failure reflected the presence of secondary and primary causes of failure. Poor managerial leadership, poor financial control and performance management, lack of an open culture, distraction by two large projects and the lack of clinician engagement were perceived as internal causes of failure and the high level of policy changes within the NHS as the key external cause. The level of deprivation in the area was also thought to have had a negative impact on performance. The replacement of the Chief Executive Officer and executive members of the Board and the public reporting of poor performance and external investigation reports were perceived as the main triggers for change. The Trust's managers were able to develop and implement their action plan and turnaround performance without receiving direct intervention from external organisations. The interventions deployed within the Trust may be classified under three key categories: i) Reorganisation (replacement of the Chief Executive Officer and executive members of the board, internal restructuring and increased involvement of clinical staff in the management of the organisation, and an increased focus on performance management); ii) Retrenchment which aimed to stabilise the crisis situation using tight financial control and focus on main performance targets); iii) Repositioning strategies which aimed to sustain performance improvement by attempting to change organisational culture, better stakeholder management and external relationship and developing new vision. Several unintended consequences of turnaround interventions (e.g. distortions of clinical priorities and presence of stress and anxiety among staff) were identified. The findings of this study make a significant contribution to our understanding of organisational failure and the turnaround processes and reinforce and expand those of recent studies in the public sector, particularly in health care.
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Harrielall, Hemant. "Determining the relationship approaches of organisational leaders during a turnaround." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52405.
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Business leaders face unprecedented new world challenges in light of the 2009 global financial collapse and the resulting current contraction in economies brought about by currency pressures, depressed commodity prices, electricity supply constraints and weak and unpredictable demand. In the current climate, organisational turnarounds are likely to become the norm for the foreseeable future and leaders are responsible and accountable for spearheading and delivering on these efforts. Significant research has been established in the areas of leadership and organisational turnaround, yet this remains uncorrelated, while research with regard to leadership attitudes and perceptions during turnarounds is limited. This research study investigated the key factors which contribute to the relationship approaches of turnaround leaders.
This study presents qualitative research within an explorative design. To this end, data was collected through 15 in-depth interviews with senior leaders from an organisation currently executing a turnaround programme. Content analysis was conducted on the in-depth interviews to determine the research findings. The research findings indicate that despite tensions, insecurities and concerns experienced by turnaround leaders, leaders demonstrate high levels of communication to employees and exhibit high levels of transparency. The findings further show that leaders strengthen the level of assertiveness. The paper concludes with a research agenda for future turnaround leadership research action.Mini Dissertation (MBA)--University of Pretoria, 2015.
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Rodolo, Vuyisile. "Leadership and organisational competencies of sustaining a successful corporate turnaround." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59763.
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In a 1982 research by Bibeault, it was found that only 33% of the companies that embarked on a turnaround processes were successful. Kalwani, in his 2012 research found that 37% of the turned around companies managed to sustain the recovery. Another statistic from a 2016 research by Tenkasi & Kamel puts the rate of sustaining the recovery at 25%. These statistics suggest a perennial problem of a low rate of maintaining recovery which requires the attention of both academics and business. This problem persists despite a large interest in research on turnaround interventions. This study looks at what are the competencies which support a sustainable turnaround. It focuses on the competencies which will promote superior performance from a leader and the organisation.
The method of research adopted to conduct the study was qualitative and exploratory. A total of 14 in-depth semi-structured interviews formed part of the sample. Seven executives were from six organisations active in the Gold mining, Fixed and Mobile Telecommunications, and Food processing sectors and seven turnaround practitioners practising in the consulting sector. Thematic content analysis was conducted, using Atlas.ti to analyse the data. The analysis process was iterative generating 127 codes abstracted to 10 themes. The interview questions were formulated based on the literature from the turnaround field to confirm the context of turnaround and from behavioural sciences literature from where the critical competencies were drawn.
The findings highlighted the complexness of the turnaround process which impact on the strategies and the quality of decision made and thus the sustainability of the turnaround. The critical competencies suggested by the behavioural science researcher were found to apply to support the process of achieving a sustainable turnaround. The findings were processed to generate a Sustainability Path Model which will serve as a guide and a reference for executives, practitioners and academics involved with turnarounds.Mini Dissertation (MBA)--University of Pretoria, 2017.
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Gordon Institute of Business Science (GIBS)
MBA
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Noall, Paul. "Corporate turnaround : the application of the contextualist framework for organisational change." Thesis, University of Manchester, 2001. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.669223.
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Matlosa, John. "Leadership skills, competence and organisational processes needed to lead a company from a decline to a sustainably successful turnaround." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/96222.
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Thesis (MBA)--Stellenbosch University, 2014.This research sought to provide insight into the key leadership skills, competencies and organisational processes required to lead a company from decline to a sustainable turnaround. The study focused on the four attributes of managing a turnaround: organisational values and culture, change leadership and organisational high performance. The research aimed to establish the role and impact of the above four factors, particularly in a corporate turnaround. It further assessed the role of leadership in ensuring the implementation of the four factors. The study revealed that turnaround leaders need to develop a new economy wave of values and a high performance culture as a foundation for creating ownership of the organisation’s objectives, as well as for the necessary alignment of the vision, mission and strategy. It was also noted that a corporate culture is an ever changing issue, hence leadership needs to continually ensure that the culture remains in support of the corporate objectives. The study also revealed the need for leadership to have the necessary emotional, cognitive and spiritual intelligence in order to be proactive in managing both the process and the effects of change. They need to have the transformational leadership abilities to drive the pursuit of organisational excellence as a means to achieving a sustainable turnaround. The research also noted the importance of communication as an integral part of each of the turnaround phases. Also of great importance were leadership attributes such as honesty, trustworthiness, sincerity and commitment, and the fact that leaders tend to believe that people will be driven by the rules and processes of business, forgetting that people gather the inspiration they need to be able to respond emotionally to a challenge, from their leaders’ demonstrated personal attributes.
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Heinemann, Daniel. "Lernen im Turnaround von KMU eine theoretische und empirische Betrachtung des Unternehmens-Turnarounds von KMU aus der Perspektive des individuellen und organisationalen Lernens." Frankfurt, M. Berlin Bern Bruxelles New York, NY Oxford Wien Lang, 2007. http://d-nb.info/98789806X/04.
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Heinemann, Daniel. "Lernen im Turnaround von KMU : eine theoretische und empirische Betrachtung des Unternehmens-Turnarounds von KMU aus der Perspektive des individuellen und organisationalen Lernens /." Frankfurt, M. ; Berlin ; Bern ; Bruxelles ; New York, NY ; Oxford ; Wien : Lang, 2008. http://d-nb.info/98789806X/04.
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Gutknecht, Andreas. "Kulturelle Veränderungen in Organisationen - Die Rolle der internen Kommunikation im Turnaround-Management." St. Gallen, 2005. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/01650514001/$FILE/01650514001.pdf.
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Malaza, Zanele Priscillia. "The leadership competencies of strategic and operational leaders necessary in sustaining a successful turnaround intervention in public organisations." Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/79609.
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Leadership plays a vital role in creating successful or failing organisations. Strategic leadership has a responsibility to develop a turnaround strategy to reverse performance failure in an organisation. Stakeholders’ buy-in is of paramount importance in the execution of a successful turnaround strategy. Strategic and operational leaders employ various leadership competencies to sustain the successful turnaround strategy employed.
This study explores the strategic and operational leadership competencies required to sustain a turnaround strategy intervention. The study used a qualitative and exploratory method to research the limited exposure in public organisations, particularly in the local government. Data was collected from 13 semi-structured interviews which included two turnaround experts, two Section 139 administrators, four strategic leaders and five operational leaders in local government.
The study established critical fundamental drivers to sustain a successful turnaround strategy which predominantly encompasses measures to comply with legislation; stakeholder engagement and improving internal control processes.
The study revealed that applying a combination of leadership approaches is more appropriate in local government. Furthermore, the study exposed the various leadership competencies of strategic and operational leaders necessary to sustain a turnaround intervention in local government. The study advanced that exercising “ubuntu” leadership can be universally applied in order to sustain a successful turnaround. Lastly, the study revealed the operational leaders’ role being the actual implementers of a turnaround strategy through management visibility in an organisation.Mini Dissertation (MBA)--University of Pretoria, 2020.
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Gordon Institute of Business Science (GIBS)
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Books on the topic "Organisational turnaround"
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Shaw, Rajiv. Surviving tomorrow: Turnaround strategies and perspectives in organisational design and development. New Delhi: Vikas, 1998.
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Heinemann, Daniel. Lernen im Turnaround von KMU: Eine theoretische und empirische Betrachtung des Unternehmens-Turnarounds von KMU aus der Perspektive des individuellen und organisationalen Lernens. Frankfurt am Main: Lang, 2008.
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Managing maturing businesses: Restructuring declining industries and revitalizing troubled operations. Lexington, Mass: Lexington Books, 1988.
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Guy, Mary E. From organizational decline to organizational renewal: The phoenix syndrome. New York: Quorum Books, 1989.
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From Complexity to Simplicity: Unleash Your Organisation's Potential. Palgrave Macmillan, 2012.
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Jay, M., and S. Collinson. From Complexity to Simplicity: Unleash Your Organisation's Potential. Palgrave Macmillan, 2016.
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Burkus, David. Under New Management: How Leading Organisations Are Upending Business as Usual. PAN MACMILLAN, 2016.
Find full textBook chapters on the topic "Organisational turnaround"
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Mendelson, Haim, and Johannes Ziegler. "MODEX — Ein IQ-Turnaround." In Organisations-Intelligenz IQ, 217–45. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-82344-1_11.
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"Performance Management." In Emotion-Based Approaches to Personnel Management, 69–87. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8398-1.ch004.
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In this chapter, the authors focus on the importance of emotion management within the organisation. While they have previously discussed some general issues related to emotion and emotional behaviour in the workplace, it is now time to reflect on how such topics should converge in performance management techniques. Leaders, and managers in general, are required to nurture the people that are part of the organisation, thus somehow recognising the outcomes, results, and accomplishments achieved by an individual, group or organisation. Favouring an organisational culture that takes into account performance as a way to enhance people's efficiency through feedback and training opportunities, managers can improve job satisfaction and limit employees' turnaround, which in turn create a positive workplace for emotion management.