New product performance in emerging markets: two cases from the Indian passenger car industry

Venugopal, R.

doi:10.1504/ijatm.2005.008225

Cited by 2 publications

(1 citation statement)

References 14 publications

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“…These factors could transcend across political, legal, social, natural environment, ethical, technological and industry level factors (Scherrer, 2003;Schendel et al, 1976) Firms often were not able to understand the changing aspirations and need of customers (Day and Moorman, 2013). In India, Ambassador car manufacturer would have had bee pride for its rugged robust body and this did good for the firm from the 1950s till the 1970s (Venugopal, 2005). However, from the 1990s the economic boom in India created a new middle class in India which was interested in buying a fuel efficient and stylish car (Nielsen and Wilhite, 2015).…”

Section: Ijoa 282mentioning

confidence: 99%

Development of an integrated canvas on turnaround strategy

Bhattacharyya

Malik

2019

IJOA

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Purpose The purpose of this study is to provide a comprehensive understanding regarding corporate turnaround. An integrated discussion regarding different corporate failure factors, conditions, symptoms followed by turnaround strategies and its results have been provided. Design/methodology/approach Authors have done a comprehensive systematic and integrated literature review study of research articles on corporate turnaround. The paper reviewed discussed different dimensions of turnaround management. The authors applied thematic reductionist categorisation with logical arguments to develop an integrated turnaround canvas (ICT). Findings An ICT has been developed. ICT is a holistic framework to comprehend turnaround strategy. Impact of precondition and turnaround levers on cash flow dynamics and the operational and strategic levers for successful turnaround performance of the firm has also been presented. Authors have also tabulated the entire spectrum of corporate turnaround. Research limitations/implications This conceptual work would help researchers interested in turnaround research to anchor their study at different points in ICT canvas. This could be at the decline precondition stage, corporate failure state, turnaround levers (strategic and operational) application phase and in terms of turnaround performance. Practical implications The ICT canvas would help managers to identify the set of corporate failure preconditions which might lead their firm to decline phase. The ICT canvas would also help managers based upon the identification of decline preconditions to select an appropriate turnaround interventions required to arrest the corporate failure. Finally, the ICT canvas would help in identifying the operational and strategic levers for successful turnaround implementation and thus achieving the desired corporate performance. Originality/value This is one of the first studies to provide an integrated perspective on corporate turnaround as the developed ICT canvas consisted of identification of decline preconditions, corporate failure, turnaround levers (strategic and operational ) and turnaround performance.

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