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

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