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Organizational Decline andTurnaround Management: Empirical Study of a Government Owned AutomobileCompany

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  • Maheshwari, Sunil Kumar
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    Abstract

    Performance of an organization is an outcome of its series of action choices in response to the changes in business environment or independently. Such choices are influenced by the leadership characteristics, organizational characteristics and perceived munificence of the environment. Strategic actions such as location of plant, selection of CEO, product-market domain initiatives, expansion, thrust on quality and quantity influence the long term survivability of companies. The paper examines the linkage of action choices with macro organizational variables during decline and turnaround phase of an automobile company.

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    File URL: http://www.iimahd.ernet.in/assets/snippets/workingpaperpdf/2002-03-03SunilMaheshwari.pdf
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    Bibliographic Info

    Paper provided by Indian Institute of Management Ahmedabad, Research and Publication Department in its series IIMA Working Papers with number WP2002-03-03.

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    Handle: RePEc:iim:iimawp:wp00011

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    1. Gordon E Greenley, 1998. "A Comparison of Slack Resources in High and Low Performing British Companies," Journal of Management Studies, Wiley Blackwell, Wiley Blackwell, vol. 35(3), pages 377-398, 05.
    2. Amos Tversky & Daniel Kahneman, 1979. "Prospect Theory: An Analysis of Decision under Risk," Levine's Working Paper Archive 7656, David K. Levine.
    3. Daniel Kahneman & Dan Lovallo, 1993. "Timid Choices and Bold Forecasts: A Cognitive Perspective on Risk Taking," Management Science, INFORMS, INFORMS, vol. 39(1), pages 17-31, January.
    4. Arjen van Witteloostuijn, 1998. "Bridging Behavioral and Economic Theories of Decline: Organizational Inertia, Strategic Competition, and Chronic Failure," Management Science, INFORMS, INFORMS, vol. 44(4), pages 501-519, April.
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