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Turnaround strategy

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSNEntry for encyclopedia/dictionary

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Standard

Turnaround strategy. / Angwin, Duncan Neil; McGee, John; Sammut-Bonnici, Tanya.

Wiley Encyclopedia of Management. Vol. 12 Strategic Management 3rd ed. ed. Wiley, 2015.

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSNEntry for encyclopedia/dictionary

Harvard

Angwin, DN, McGee, J & Sammut-Bonnici, T 2015, Turnaround strategy. in Wiley Encyclopedia of Management. 3rd ed. edn, vol. 12 Strategic Management, Wiley. https://doi.org/10.1002/9781118785317.weom120049

APA

Angwin, D. N., McGee, J., & Sammut-Bonnici, T. (2015). Turnaround strategy. In Wiley Encyclopedia of Management (3rd ed. ed., Vol. 12 Strategic Management). Wiley. https://doi.org/10.1002/9781118785317.weom120049

Vancouver

Angwin DN, McGee J, Sammut-Bonnici T. Turnaround strategy. In Wiley Encyclopedia of Management. 3rd ed. ed. Vol. 12 Strategic Management. Wiley. 2015 https://doi.org/10.1002/9781118785317.weom120049

Author

Angwin, Duncan Neil ; McGee, John ; Sammut-Bonnici, Tanya. / Turnaround strategy. Wiley Encyclopedia of Management. Vol. 12 Strategic Management 3rd ed. ed. Wiley, 2015.

Bibtex

@inbook{72c685e4c43b4dba9015e33d5e5013c6,
title = "Turnaround strategy",
abstract = "Turnaround strategy is about doing different things and attempting to change companies' fortunes by fundamental adjustments in strategy, such as acquisition and divestment. Operating turnarounds are about doing things differently in terms of processes such as manufacturing, so that the firm's efficiency can be improved.Three categories of turnarounds are proposed: traditional asset cost surgery, product-market pruning, and piecemeal strategies. The characteristics identified in successful turnaround strategies involve good management, which is seen to be critical to a sustained recovery. An appropriate organizational structure often means a much leaner one, with fewer layers in the hierarchy. Tightly controlled costs mean better controls, rather than cutting costs.Turnaround strategies typically go through three stages. In the first stage leadership and organizational culture face a restructuring. In the second stage costs are reduced, assets redeployed, and product and market strategies become more selective. As a result, the company moves to a third stage where it repositions itself in the market and industry.",
author = "Angwin, {Duncan Neil} and John McGee and Tanya Sammut-Bonnici",
year = "2015",
doi = "10.1002/9781118785317.weom120049",
language = "English",
volume = "12 Strategic Management",
booktitle = "Wiley Encyclopedia of Management",
publisher = "Wiley",
edition = "3rd ed.",

}

RIS

TY - CHAP

T1 - Turnaround strategy

AU - Angwin, Duncan Neil

AU - McGee, John

AU - Sammut-Bonnici, Tanya

PY - 2015

Y1 - 2015

N2 - Turnaround strategy is about doing different things and attempting to change companies' fortunes by fundamental adjustments in strategy, such as acquisition and divestment. Operating turnarounds are about doing things differently in terms of processes such as manufacturing, so that the firm's efficiency can be improved.Three categories of turnarounds are proposed: traditional asset cost surgery, product-market pruning, and piecemeal strategies. The characteristics identified in successful turnaround strategies involve good management, which is seen to be critical to a sustained recovery. An appropriate organizational structure often means a much leaner one, with fewer layers in the hierarchy. Tightly controlled costs mean better controls, rather than cutting costs.Turnaround strategies typically go through three stages. In the first stage leadership and organizational culture face a restructuring. In the second stage costs are reduced, assets redeployed, and product and market strategies become more selective. As a result, the company moves to a third stage where it repositions itself in the market and industry.

AB - Turnaround strategy is about doing different things and attempting to change companies' fortunes by fundamental adjustments in strategy, such as acquisition and divestment. Operating turnarounds are about doing things differently in terms of processes such as manufacturing, so that the firm's efficiency can be improved.Three categories of turnarounds are proposed: traditional asset cost surgery, product-market pruning, and piecemeal strategies. The characteristics identified in successful turnaround strategies involve good management, which is seen to be critical to a sustained recovery. An appropriate organizational structure often means a much leaner one, with fewer layers in the hierarchy. Tightly controlled costs mean better controls, rather than cutting costs.Turnaround strategies typically go through three stages. In the first stage leadership and organizational culture face a restructuring. In the second stage costs are reduced, assets redeployed, and product and market strategies become more selective. As a result, the company moves to a third stage where it repositions itself in the market and industry.

U2 - 10.1002/9781118785317.weom120049

DO - 10.1002/9781118785317.weom120049

M3 - Entry for encyclopedia/dictionary

VL - 12 Strategic Management

BT - Wiley Encyclopedia of Management

PB - Wiley

ER -