Nautilus Realigns Operations
- It's Time to Break a Few Things. Bigelow, Peter // Printed Circuit Design & Manufacture;Sep2003, Vol. 20 Issue 9, p16
Provides tips for electronics companies on dealing with corporate reorganization. Importance of an effective business strategy; Quality of the products; Need for personnel changes.
- Turnaround Strategies in Indian Industries: A Few Cases. Dikshit, J. R.; Basak, P. C.; Vagrecha, Kamal // Global Journal of Enterprise Information System;Apr-Jun2014, Vol. 6 Issue 2, p74
Turnaround strategy is the action of reversing a negative trend and turning around the organisation into profitability. Turnaround strategy derives its name from the action of reversing a negative trend and turning around the organisation into profitability. The turning around company aims at...
- Industry Approves Moves. // TWICE: This Week in Consumer Electronics;3/26/2007, Vol. 22 Issue 7, p45
The article reports on the support of the consumer electronics industry to the decision of specialty retailer Tweeter to close 49 of it stores as part of a restructuring initiative. Dave Workman of the PRO Group buying organization still wants to see a profitable Tweeter regardless of its size...
- L&G puts 600 jobs at risk following savings restructure. Selby, Tom // Money Marketing (Online Edition);10/14/2013, p1
The article informs that restructuring of savings and annuities and protection divisions of Legal & General (L&G) has put 600 jobs at risk. It is informed that the savings and annuities and protection arms would be merged to form Legal & General Assurance Society. According to an L&G spokesman,...
- NEITHER BLACK NOR WHITE YET BOTH: THE SHIFTING BALANCE BETWEEN RETRENCHMENT AND RECOVERY IN CORPORATE TURNAROUNDS. SCHMITT, ACHIM; RAISCH, SEBASTIAN // Academy of Management Annual Meeting Proceedings;2010, p1
The article discusses the theory of the shifting balance perspective of corporate turnarounds, which finds that firms can manage the sequential and simultaneous perspectives' inherent tradeoffs by chasing after a shifting balance between retrenchment and recovery throughout the turnaround...
- SCAPEGOATING ONLY WORKS IF THE HERD IS BIG: DOWNSIZING, MANAGEMENT TURNOVER, AND COMPANY TURNAROUND. Smith, Frank; Wright, Alan; Huo, Y. Paul // Journal of International Business Strategy;10/20/2008, Vol. 8 Issue 3, p72
The field of academic study on corporate strategy is still in its juvenile stage. Owing to its multidisciplinary nature, this vein of research has been influenced by different streams of academic literature in social sciences. Scholars in economics, finance, marketing, organizational studies...
- INFORMATION NEED OF TURNAROUND MANAGEMENT SPECIALISTS. Fredenberger, W. B.; Hoy, Frank // Academy of Management Best Papers Proceedings;1991, p153
This study describes information needed by turnaround specialists at the onset of their engagements in financial crises, and finds it is not available.
- TURNAROUNDS: A PROCESS, NOT AN EVENT. Krueger, David A.; Willard, Gary E. // Academy of Management Best Papers Proceedings;1991, l p26
The turnaround process must be examined, not just a point or period before and after a turnaround's nadir. An operational definition of a turnaround for business firms is developed to recognize this process and insure that only firms that have actually experienced a turnaround are studied.
- A SOCIOCOGNITIVE INTERPRETATION OF ORGANIZATIONAL DOWNSIZING. Mckinley, William; Zhao, Jun; Rust, Kathleen Garrett // Academy of Management Review;Jan2000, Vol. 25 Issue 1, p227
To better understand the phenomenon of organizational downsizing, we compare three theoretical perspectives on downsizing: the economic, the institutional, and the sociocognitive. We use the three perspectives to organize the growing empirical literature on downsizing, and we link streams of...