The Performance Effects of Strategy, Top-Management Characteristics, and Environment: An Integrative Study of Firm Decline and Turnaround.
Date of Award
Doctor of Philosophy (PhD)
Management (Business Administration)
Arthur G. Bedeian
Despite accumulating evidence, unresolved issues remain as to how the components of strategy, top-management characteristics, and environment, as independent variables, combine to affect a firm's success or failure in turning around declining performance. To address such issues, this dissertation developed and tested a series of hypotheses that investigates the effects of strategy, top-management characteristics, and environment on performance. Findings show that turnaround strategy alone is insufficient to explain differences in performance among firms. They also provide some support for the importance of TMG-strategy interaction and show a limited role for the environment in a firm's turnaround. Additionally, the findings show some limited support for the importance of all three factors taken in tandem. Methodological issues related to classifying turnaround strategies and measuring performance are also addressed.
Lohrke, Franz Theodore, "The Performance Effects of Strategy, Top-Management Characteristics, and Environment: An Integrative Study of Firm Decline and Turnaround." (1996). LSU Historical Dissertations and Theses. 6261.