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An Exploratory Study of Company Turnaround in Australia and Singapore Following the Asia Crisis

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  • Gregory Fisher
  • Janet Lee
  • Leanne Johns

Abstract

There has been little research into company turnaround practices in Asia. This paper investigates the role of retrenchment, replacement of chairman or chief executive and ownership change in the turnaround process, using a sample of 60 listed companies in Australia and Singapore. Conclusions are drawn that overall, transparency of the regulatory environment and other governance issues are a stronger influence on turnaround practices than are cultural issues. This may make Singapore, which has transparency and governance risk indicators at similar low levels to Australia, a unique business environment in Asia.

Suggested Citation

  • Gregory Fisher & Janet Lee & Leanne Johns, 2004. "An Exploratory Study of Company Turnaround in Australia and Singapore Following the Asia Crisis," Asia Pacific Journal of Management, Springer, vol. 21(1_2), pages 149-170, March.
    • Handle: RePEc:kap:asiapa:v:21:y:2004:i:1_2:p:149-170
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    Cited by:

    1. Franco GANDOLFI & Magnus HANSSON, 2015. "A Global Perspective on the Non-Financial Consequences of Downsizing," REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 16(2), pages 185-204, May.

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