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Burks, William G (2011) Corporate Turnaround Strategy and the Resource-based View: A Matched Pair Study. [Dissertation (University of Nottingham only)] (Unpublished)

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Abstract

For decades corporate failure and the elusive turnaround has fascinated academics and captivated practitioners alike. Through drawing together the fields of business history, turnaround and that of strategic management, this study identifies that past research on turnaround has more often neglected the role of strategic change in the greater turnaround process; choosing to focus on operational change akin to retrenchment.

Through a dual method approach in a qualitative matched pair case study providing great contextual depth and a quantitative modelling process in its case identification; this work has taken major steps to evolve methodological practice in the turnaround field, typically criticised for such. Furthermore the integration of a resource-based view provides a platform through which academics investigating turnaround and those working on studies encompassing strategic change can converse, stimulating further work in the field.

Findings demonstrate the opposing fates of Stagecoach Group and National Express Group in their respective turnaround experiences between 2001 and 2010, highlighting areas often overlooked, such as corporate governance and acquisition as being significant in the turnaround process. It is clear that, strategic change played a fundamental role in the respective fates of the matched pair firms, drawing focus on the weaknesses in the current turnaround literature in its own applicability to both turnaround situations exhibited.

The overall implications of this piece within the literature are broad, the work having evolved the platform for case identification, the integration of strategic change and the overwhelming volume of literature on strategic management through integrating a resource-based view. Consequently multiple pathways have been generated through which the field surrounding turnaround research can be revolutionised and synthesised with that of strategic management.

Item Type:	Dissertation (University of Nottingham only)
Depositing User:	EP, Services
Date Deposited:	25 Apr 2012 15:23
Last Modified:	05 Jun 2018 16:13
URI:	https://eprints.nottingham.ac.uk/id/eprint/25072

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