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Matching resources with demand: a flawed strategy?

  • Ashfaq Ahmad Khan


    (Lecturer in Accounting, UNE Business School, University of New England, Armidale, New South Wales 2351, Australia)

  • Wiqar Ahmad


    (Lecturer, Department of Management Studies, University of Malakand, Malakand, Khyber Pukhtunkhwa, Pakistan)

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    An organization’s survival depends largely on its capacity to withstand external “reorganizing” attempts. Little research, if any, has so far been undertaken examining the survival of an entire business sector where its constituents undergo an externally dictated change and as a result it runs a risk of a thorough “jolt” or even “demise”. The authors present empirical evidence that a business sector may be subjected to “unwanted” re-organizing by its “parent/controlling” entity, and may cease to exist, in its real essence, if its constituents are forced to undergo a change that will alter the very objectives upon which their existence rests.

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    Article provided by United Nations Economic and Social Commission for Asia and the Pacific (ESCAP) in its journal Asia-Pacific Development Journal.

    Volume (Year): 20 (2013)
    Issue (Month): 1 (June)
    Pages: 63-89

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    Handle: RePEc:unt:jnapdj:v:20:y:2013:i:1:p:63-89
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    1. Tang, Shui-Yan, 1995. "Informal credit markets and economic development in Taiwan," World Development, Elsevier, vol. 23(5), pages 845-855, May.
    2. Hermes, Niels & Lensink, Robert & Meesters, Aljar, 2008. "Outreach and Efficiency of Microfinance Institutions," Research Report 08002, University of Groningen, Research Institute SOM (Systems, Organisations and Management).
    3. Roberts, John & Scapens, Robert, 1985. "Accounting systems and systems of accountability -- understanding accounting practices in their organisational contexts," Accounting, Organizations and Society, Elsevier, vol. 10(4), pages 443-456, October.
    4. Michael Fraser, 2012. "“Fleshing out” an engagement with a social accounting technology," Accounting, Auditing & Accountability Journal, Emerald Group Publishing, vol. 25(3), pages 508-534, March.
    5. Marek Hudon, 2010. "Management of microfinance institutions: Do subsidies matter?," Journal of International Development, John Wiley & Sons, Ltd., vol. 22(7), pages 890-905.
    6. Cull , Robert & Demirguc-Kunt , Asli & Morduch, Jonathan, 2009. "Does regulatory supervision curtail microfinance profitability and outreach ?," Policy Research Working Paper Series 4948, The World Bank.
    7. Sinclair, Amanda, 1995. "The chameleon of accountability: Forms and discourses," Accounting, Organizations and Society, Elsevier, vol. 20(2-3), pages 219-237.
    8. Kent Springdal & Martha Mador, 2004. "Organizational Changes Resulting from the Privatization of State Enterprises," Public Money & Management, Chartered Institute of Public Finance and Accountancy, vol. 24(1), pages 69-80, 01.
    9. Thomas W. Dichter, 1996. "Questioning the future of NGOs in microfinance," Journal of International Development, John Wiley & Sons, Ltd., vol. 8(2), pages 259-269.
    10. David Tyrrall & David Parker, 2005. "The Fragmentation of a Railway: A Study of Organizational Change," Journal of Management Studies, Wiley Blackwell, vol. 42(3), pages 507-537, 05.
    11. Amelia Correa & Romar Correa, 2009. "Microfinance: equity and debt contracts," Applied Economics Letters, Taylor & Francis Journals, vol. 16(8), pages 859-862.
    12. Leonardo Becchetti & Fabio Pisani, 2010. "Microfinance, subsidies and local externalities," Small Business Economics, Springer, vol. 34(3), pages 309-321, April.
    13. Mersland, Roy & Strøm, R. Øystein, 2010. "Microfinance Mission Drift?," World Development, Elsevier, vol. 38(1), pages 28-36, January.
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