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Recognizing Decline: The Role of Triggers

  • C. Gopinath
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    Existing models of decline and turnaround assume an automatic initiation of a turnaround strategy when decline occurs. However, extended decline over time suggests that the turnaround strategy did not match the causality and severity of the situation. Borrowing from the crisis management literature, this paper argues that a triggering event or events needs to shock incumbent management into realizing that different action is called for. Such triggering events, or triggers, also play a role in the turnaround process by influencing strategies and inducing management changes. Incorporating the need for, and role of, triggers in understanding the decline/ turnaround sequence helps explain the iterative and non-sequential nature of this process.

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    Article provided by Emerald Group Publishing in its journal American Journal of Business.

    Volume (Year): 20 (2005)
    Issue (Month): 1 ()
    Pages: 21-27

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    Handle: RePEc:eme:ajbpps:v:20:y:2005:i:1:p:21-27
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    1. Gopinath, C., 1995. "External influence on firms: An exploratory model of bank strategies," Journal of Business Research, Elsevier, vol. 34(2), pages 133-143, October.
    2. repec:ucp:bkecon:9780226531083 is not listed on IDEAS
    3. John F. Preble, 1997. "Integrating the Crisis Management Perspective into the Strategic Management Process," Journal of Management Studies, Wiley Blackwell, vol. 34(5), pages 769-791, 09.
    4. Vincent L. Barker III, 2001. "Organizational Causes and Strategic Consequences of the Extent of Top Management Team Replacement During Turnaround Attempts," Journal of Management Studies, Wiley Blackwell, vol. 38(2), pages 235-270, 03.
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