Research Handbook on Turnaround Strategies

Edited by Michael A. Abebe, Professor of Management, Vackar College of Business & Entrepreneurship, The University of Texas Rio Grande Valley and Chanchai Tangpong, Professor of Management, Department of Management and Marketing, College of Business, North Dakota State University, USA

• ContentsPART I STATE-OF-THE-ART IN TURNAROUND RESEARCH1 Introduction: corporate turnaround and the contemporary business landscape 2Michael A. Abebe and Chanchai Tangpong2 It’s time for a turnaround on turnaround studies: putting people and process first 18Theo van Iperen, David P. Kroon and Svetlana N. Khapova3 From setbacks to comebacks: a systematic review of family firm decline and turnaround 48Tyler Burch, Joshua J. Daspit, Jason Silva and Vitaliy Skorodziyevskiy4 Entrepreneurial turnaround: a bibliometric analysis 74Giacomo Laffranchini and Si Hyun Kim5 Methodological review of turnaround research in the past decade 106Chanchai Tangpong and Derek LehmbergPART II ORGANIZATIONAL DECLINE AND TURNAROUND STRATEGIES6 The roles and ramifications of divestiture in organizational turnaround: taking stock and moving forward 122Patia J. McGrath7 Corporate transformation and resource constraints as moderators of corporate distress in a unified framework of severity and uncertainty 155Kolja A. Rafferty8 Once more unto the breach, dear friends: examining organizational decline and turnaround processes resulting from adverse cybersecurity events 180Franz T. Lohrke and Cynthia Frownfelter-Lohrke PART III STRATEGIC LEADERSHIP AND CORPORATE TURNAROUND9 CEO turnover and bankruptcy: the effects of CEO replacement on bankruptcy reemergence 208Achim Schmitt, Robert Langan, Vincent L. Barker III and Markus Menz10 CEO regulatory focus and post-decline strategic renewal 235Michael A. Abebe, Arifin Angriawan and Nowmi NowrinPART IV HUMAN CAPITAL AND CORPORATE TURNAROUND11 Human resource management in the public sector in crisis times 255Mónica Santana and Gabriel Alconchel12 Renewal through member turnover: integrating the organizational learning and dynamic capabilities perspectives for successful strategic renewal 277Susanna Mansikkamäki and Akseli Mansikkamäki13 Reacting human capital: turnaround and emerging human resource practices of business failure 302George Oppong Appiagyei Ampong and Richard Plange-RhulePART V CASE STUDIES IN ORGANIZATIONAL TURNAROUND14 Corporate turnaround in large complex legacy organizations: evidence from IBM and Kodak comparative cases 332Derek Lehmberg and Chanchai Tangpong15 Sustainability of organizational turnarounds: a long-term performance perspective 348Swapnil Garg16 The turnaround of Hitachi Limited: similarities and differences with turnarounds in Western contexts 373Derek LehmbergIndex 392