Turnaround Strategy during a depressed economy-correlation with successful tacticsA total turnaround research for the Greek companies (Industrial & Trading sector)

  1. Baliouskas, Petros
Supervised by:
  1. José L. Gascó Gascó Director
  2. Juan Llopis Taverner Co-director

Defence university: Universitat d'Alacant / Universidad de Alicante

Fecha de defensa: 22 July 2022

Committee:
  1. Antonio Padilla Meléndez Chair
  2. Ana Rosa del Águila Obra Secretary
  3. Hugo Gaggiotti Committee member
Department:
  1. ORGANIZACION DE EMPRESAS

Type: Thesis

Teseo: 730036 DIALNET lock_openRUA editor

Abstract

One of the major problems concerning both theoreticians of business administration science (management) and top executives of companies is which strategy to be applied for an economic entity in order to gain a competitive advantage and finally to increase both its market share in the market which is operating and succeed higher profitability. The economic crisis which began in 2008, has led to recession many countries with many companies facing difficult conditions in trades, which poses a major threat to their existence in some situations. This reality has sparked renewed interest in corporate turnaround and recovery (turnaround) strategies, as these companies are seeking to improve their performance during the recession. The studies usually identify 'austerity' and / or 'investment responses "to ensure the survival and improvement of their performance, although such efforts may fail. Reviews of recovery literature, shows that austerity is the key for a recovery (turnaround) strategy either as an independent method or as a forerunner for successful conversion. Recovery strategy, belongs to the group of rescue/reversing business strategies and is used mainly by companies facing financial or other problems which they are trying to overcome this unpropitious situation which they are facing. Moreover, this strategy is alternatively used by companies wishing to prevent future problems. These cases are characterized by lack of resources, low employees confidence, lack of time or failure of management. These issues are caused by sudden changes in the requirements of the external market factors whether are competitors, suppliers or customers. The overall objective of the recovery strategy is to return of this sluggish situation in the normal course in terms of acceptable levels of profitability. To implement this strategy, it is necessary to diagnose the causes of the problems which enterprise is facing and also it is necessary to understand the wider macroeconomic framework as well the micro environment of the specific industry. The reasons that lead to a significant deterioration enterprise financial results may be both internal (internal factors) and external (external factors). As well have raised the issue of the categorization of a decline in business if it’s happened because of own causes (internal) or because of a general decline in the industry. Further investigation shows that there are strong differences in certain variables which are described by companies have implemented successful recovery strategy (turnaround). After analyzing the causes that have led a company into losses and if we found worthy to keep it in operation and not driven this enterprise into bankruptcy. The implementation of turnaround strategy achieved through the implementation of proper planning and specific procedures (processes); indicatively mention some of them: Change management, divestitures of specific assets (divestment), cost reduction (cost reduction - operating and others), and strategic acquisitions. However in the existing literature is not detected any study for the business recovery strategies both during the economic recession and unprecedented conditions such as these of the Greek economy exploring convenience rate of the implementation of the tactics used and the impact of internal and external factors on the strategic plan , turnover , results, ROI and ROA of the company. Additionally we are trying to understand the impact on the successful recovery according to whom crafting the strategy of the company. This research is conducted into unprecedented conditions for the Greek economy, with a GDP of 237 billion in 2009 to 179 billion in 2014 and unemployment from 9% in 2009 to 27% in 2015 (Hellenic Statistical authority). In this work we try to attribute the conceptual importance of strategy and strategic management as well as their development and usefulness. In addition, we analyze the external environment that affects the business strategy as well as the hierarchy of strategies. We also referred to the operating strategy to which turnaround strategy belongs. Additionally we tried to fully cover the definition of crisis in general but also to the crisis of companies and their life cycle. Reference is made to the most important economic crises that the planet has experienced as well as extensive reference to the economic crisis of Greece where the country of conducting this research is. Moreover a description- analysis of Greek companies’ situation is included during the pandemic-covid 19 period. Bibliographic reference and detailed analysis is made for the turnaround management both for its importance and its interpretation. We recorder quantitative interpretation of turnaround and the criteria that define that a company is in a critical situation but also to the criteria that show that the company has returned to normal. We analyzed causes where an organization can find itself in a critical situation as well as the separation of these causes into external and internal. Realized a detailed analysis for turnarounds strategies theory but also to the turnaround models that have been mentioned in the literature as well as to the success factors of a turnaround strategy. Reference is also made to the categorization of companies that implement a turnaround strategy based on the results of this strategy. In the research part of this work we conducted a research for the Greek operations. Initially, with the help of descriptive statistics, we analyze the demographic characteristics of those who participated in the survey and the companies they represented. We record the percentages that their business factors were influenced such as their strategic plan, their results, their turnover, their ROI and their ROA. We recorded in percentage the external and internal factors that influenced them, the results that were achieved and the tactics that were implemented. In the same chapter, with the help of statistical models, we came to useful conclusions for the correlation of many factors for the index of ease/difficulty of application of tactics that were applied as well as for the correlation of the factors that brought successful results but also the importance which has for successful results by whom the strategic plan is formulated and implemented. In addition, useful conclusions are described for the right order of turnaround tactics implemented based on the experience and knowledge of the managers of Greek companies. Pearson Chi square tests, spearman correlation coefficient models, Kruskal Wallis test (analysis of variance) and Binary logistic regression were used to analyze all of them. Additionally factor analysis, cluster analysis implemented and analyzed with spearmen coefficient correlation test and ANOVA analysis. Research Aim and Objectives The study's major goal is to establish a theoretical framework that explains how turnaround strategy implemented during a recession phase of the economy and how economic crisis affected on strategy plan of the companies, turnover, results, ROI & ROA. Objectives: i) Analyze the impact of economic crisis on Greek companies taking into consideration strategic plan, turnover and economic results. ii) Study the impact of internal factors on strategic plan, results turnover, ROI , ROA during recession phase. iii) Determine both in which extent specific tactics were applied and which were the achieved results. iv) Analyze if the implementation of these tactics were easier or more difficult to applied during this period of economy. v) Find out the results of Greek companies after the implementation of the measure. vi) Determine how important is by whom the strategic plan is designed and implemented in the positive results of a successful turnaround strategy. vii) Find out the perception of Greek managers according the order of the tactics that they have to apply in order to overcome a crisis period. CONCLUSIONS In this thesis we analyze, at a theoretical level in general the concept of strategy in order to understand its necessity in business management and the importance of the environment (context) for its implementation. A strategy is a collection of actions that combines an organization's major goals, policies, and action sequence into a unified whole that outlines how the company will achieve its long-term objectives. Rational planning is the first step in developing a business strategy. Before determining its mission, objectives, strategic decisions, and finally implementing and evaluating them, the organization takes into account both internal and external environment factors. Before determining its strategic choices, objectives, and finally the method of implementation and evaluation, businesses analyze the existing conditions of a turbulent environment in general. Many academics and scholars believe that strategy should be thought of the following phases: a) formulation b) implementation, c) evaluation, and d) Control. Regardless of its size, type of business, or operating climate, strategy is a crucial and fundamental aspect of any company. However, we cannot say that strategy always ensures success, but it does contribute to attaining objectives, which is essential for a company's survival. The set of administrative decisions and actions that determine an organization's long-term performance is known as strategic management. Strategic management is long-term oriented, focused on future growth potential, substantial, holistic, and principally related with the enterprise's vision, mission, and culture, which is established at the highest management level. Strategic management enables an organization to be more proactive than reactive in defining its future; it enables to participate in and influence activities rather than simply reacting to them, allowing it to assert control over his own fate. Our analysis on strategy and strategic management served as a precursor in order to move on to the theoretical and bibliographic analysis of our main topic of the conceptual analysis of the thesis, corporate decline and the strategy of recovery of companies in crisis. The issue of corporate decline and business recovery strategy has preoccupied many business management theorists as well as researchers. The crises that have affected countries' economies in recent decades do not leave businesses and their operations unaffected. For this reason, reference is made to the important economic crises that our planet has experienced and more specifically to the economic-financial crisis that Greece has experienced, where this research focus, but also how the covid19 pandemic has affected Greek companies. The term crisis means the reduction of economic activity in general when it concerns the economies of countries, meaning the negative performance of all macroeconomic indicators such as GDP, unemployment, investments, etc. In companies and organizations by the term crisis we mean the reduction of its turnover, the reduction of its production the low efficiency of indicators such as ROI and ROA which leads to redundancies, lack of liquidity, inability to meet its obligations, etc. The crisis often varies based on the causes of its occurrence and the general environment of economic activity. Such crises often threaten even the survival of companies and lead to the termination of their operations. Business crises are due to external and internal factors. With external factors we mean factors that may affect the operation of the business but managers can not intervene eg GDP reduction, government intervention and government restrictions, high taxes, etc. Internal factors are those that come from the internal operation such as poor management, poor strategic decisions, and high operating costs. Based on the literature, we investigated in detail external and internal factors but also others that are not mentioned frequently in the literature such as government restrictions, capital controls, etc. The external factors that can negatively affect the operation of the company and lead it to decline are easier to identify than the internal factors where the company's management not always admits to be responsible for the situation where the company was found. The author's personal view is that to a large extent, businesses are in a difficult position due to the mishandling of the people who run the organization that are deteriorating based on the external environment and external factors. In order to achieve the reversal of the corporate decline, turnaround management strategies are applied. The criteria, that determines whether a company is in decline, as well as, whether a reversal of the situation has been achieved, varies in the literature from researcher to researcher. If we wanted to gather the main criteria that are taken into account are the company's turnover, its financial results, ROI and ROA evaluating their performance within a specific period of time. My personal assessment is that the most important factor for considering a company that is in a period of crisis is its liquidity situation. Businesses are usually threatened in terms of their survival and eventual shutdown not by negative financial results but by lack of liquidity. As a recovery strategy we define a set of actions and tactics in order for the company to return to a healthy state, to avoid risk, to return to profitability and to ensure the necessary levels of liquidity that will ensure its smooth operation. From my experience and the theoretical review, a successful turnaround should have the following elements: a) Analysis of the present situation and crisis management which entails taking control, performing critical cash management, reducing assets, arranging short-term funding, and initiating cost-cutting measures. b) Proceed in new management entails replacing the CEO as well as assessing and replacing senior management as needed. Because the CEO was crafting the strategy prior to the failure, a change in management is required. Changing management sends a strong message of confidence and change throughout the organization as well as to external stakeholders. Some researchers argue that the CEO change is not necessary but I strongly believe that the change of the CEO is a prerequisite in order to change the whole culture of the company operation. c) Stakeholder communication — It is critical to include all stakeholder engagement. To ensure stakeholders' trust in the turnaround plan, clear, consistent and predictable information and communication are required. d) Strategic review entails revisiting the company's strategy and considering divestiture, asset reduction, downsizing, outsourcing, or investment. e) Making structural- cultural changes in the business; reshuffling, changing, or reducing line of middle management f) Trying for development, implementing improvements in sales and marketing; further cost reductions and efficiencies. g) Financial restructuring which entails refinancing, asset reduction, and changes to debt and equity. h) Continuing monitoring of the procedure, feedback and evaluation. Additionally in our research we did an empirical analysis of the crisis situation and turnaround tactics implemented in order to understand better turnaround tactics and causes of companies decline during the recession phase of the economic cycle. 152 Greek companies participated in our research whose total turnover represents 3% of the Greek PIB. The demographic characteristics of those who answered were 101 men and 49 women 67.3% and 32.7%, respectively, in terms of their age distribution the largest percentage of 48.3% was in the age of 40-49 with extensive work experience. Their educational level was 56% with a master degree, 5.3% with a doctorate, 36.2% with a university degree which is very interesting for the research because they had the level to answer our questionnaire. In addition, 72% of them had studies related to business administration and therefore the relevant knowledge to fully understand the research questions. The companies they represented were 88.2% SA, 7.1% LTD. The 49.3% belonged to the industrial sector and 50.7% to the trading sector. Based on their size, 35.4% were small enterprises, 23.6% medium and 41% large and very large enterprises. The total number of companies that were affected from somewhat negative to extremely negative by the crisis reaches the percentage of 74.3% in contrast to those that were positively affected which is only 15.2% while a 10.5% was not affected either negatively or positively. We found that in terms of their strategic plan, a total of 63.9% was negatively affected, while 17.9% was positively affected and 18.2% was found without any effect. The biggest negative effect was on the turnover of the companies with the percentage of those who were negatively affected being 72.2%. It is clear that the financial crisis has had a negative impact on the majority of companies both strategically and operational such as in their strategic planning and both in their turnover and profitability. Regarding the reasons that affected their business, 7.3% answered internal, 35.3% external and 57.4% internal and external, confirming previous papers that have been written and referred to previous chapters in this thesis claimed that It is very difficult for managers to admit that only internal factors are responsible for the fact that their business is in a critical situation, wanting to relinquish their responsibilities. Our findings showed that the most important factors affected on companies’ situation were the decrease of GDP since 50% of our response agreed that it is a variable affected negative. Additionally with a 65% score changes in market needs occupies the second place in the external factors that negatively affect. 42 percent and 54 percent, respectively, believe that supplier credit policies and consumer insolvency have a detrimental effect. Reduction of wages and the increase of unemployment did not exceed 40% of the positive answers. Despite the fact that we believed that since these two factors also affect consumption, which are directly linked to business growth, this was not confirmed in large percentages. The champion among the external factors where they negatively affect the position of an organization was the government strategy and the government restrictions with a percentage of 69.7%. It is undeniable that any government policy can positively or negatively affect the position of a company. Tax elimination, market liberalization in various closed sectors was certainly a requirement of most managers expecting that this would promote market development and improve their results. As expected, the main internal factors that negatively affected were the high operating costs, internal bureaucracy which delayed the implementation of projects and certainly the lack of liquidity which literally strangled their normal operation. This is confirmed with the fact that among 14 internal factors that prevailed with the highest percentages in the answers of the respondents were the lack of liquidity 48% causing cash flow problems, the large bureaucracy which prevents the implementation of the projects 34% and finally a 57% consider as the main internal factor affected on the company situation high operating cost (labor cost energy etc). Regarding the tactics applied, our findings showed that 40.1% did not proceed with any increase in the prices of their products in contrast to 59.9% where they proceeded with small increases to fairly large increases. On the contrary, we wanted to see if they proceeded to reduce their prices and we found that only 20.1% did not proceed with any price reduction while 79.9% reduced the prices of some products. It is also important that 86.8% applied discounts to their customers from small to very large discounts while only 13.2% did not give any discount. Regarding the rationalization of their product portfolio as well as the cut of non- profit distribution networks, 84% abolished some of the non-profit products while 68% went from small to large cessation of non-profit distribution networks. In order to reduce their operating costs, 58.7% of the companies implemented very small to large reductions in salaries, while 41.3% preferred not to apply this measure at all, as well as in headcounts reduction of 5% and above, proceeded to 58, 3%. The new legal framework implemented in Greece facilitated both the reduction of salaries and the increase of the number of redundancies. 95.3% negotiated with suppliers to reduce the cost of its raw materials as well as 85.2% negotiated to reduce its rental costs. Only 23.8% did not make any cuts in advertising spending and promotional activities. We note that to a large extent the Greek managers implemented measures to reduce their operating costs as well as conducted negotiations with various creditors and banks in order to reduce their capital costs and restructure their liabilities since the 73,3% implemented negotiations from small to a large scale. On changing the top management only 25.8% take no change applying largely the first measure step for a successful strategy turnaround. Finally, the measure implemented in a relatively small climate was the divestment of assets since 59.3% did not apply at all. It is very likely having good results with the implementation of the previous measures and the administration did not have to reach the implementation of this measure. Our findings showed that after the implementation of the above measures 60% managed to increase their turnover in contrast to the 40% that did not achieve a turnover increase. Most importantly, about 64% of the companies improved their liquidity situation and 92% did not remain at a loss while only 30% improved their RΟΙ. The tactics applied seem to have been effective since 81.6% of the companies managed to reduce their operating costs. In addition, we find that 83.6% implemented measures regardless of whether the company was in a critical situation or not in order to avoid a crisis. Using statistical analysis we tried to find out which is the relationship regarding the affection of each external factor on companies’ strategic plan, turnover, results, ROI and ROA. More specifically, we find that there was a close relationship between GDP reduction and the company's strategic plan, 39.9% who consider that GDP is an important factor for the situation of their company state that its strategic plan was negatively affected as opposed to 29.2% who believe that its strategic plan was positively affected resulting that there is not a statistically significant relationship between the two variables. Obviously through the empirical research we believe that the company's turnover was negatively affected due to some of the factors mentioned as external factors, but unfortunately based on the answers given to this questionnaire, this statistic is not confirmed. (p-value 0,067). Government strategy factor where 39.4% of those who believe that it had a negative effect on the strategic plan have a difference of 15.2% compared to those who said that it had a positive effect. The same occurred with the suppliers’ reduction of credit policy with a difference of 8% between negative and positive and also with the insolvency of your customers with a significant statistical difference of 11.9%. On the contrary, those who stated that reduction of wages and unemployment increase are external factors of crisis stated that their strategic plan was positively affected by significant statistical differences. Regarding the results of the company there was a close relationship between GDP reduction and the company's results. 31.4% who consider that GDP is an important factor for the situation of their company state that company results was negatively affected as opposed to 21,6% who believe that company results was positively affected. The difference of 10% is statistically significant and confirms that the decrease in GDP had a negative impact on the company's results. The government strategy factor where 39.1% of those who believe that it had a negative effect on the strategic plan have a difference of 14, 5% compared to those who said that it had a positive effect. The same happenend with the suppliers’ reduction of credit policy with a difference of 4% between negative and positive. On the contrary, those who stated that reduction of wages and unemployment increase are external factors of crisis stated that their company results were positively affected by significant statistical differences. Close relationship between GDP reduction and the company's ROI. 29.3% who consider that GDP is an important factor for the situation of their company state that ROI was negatively affected as opposed to 20.5% who believe that company results was positively affected. The difference of 9% is statistically significant and confirms that the decrease in GDP had a negative impact on the company's ROI. The government strategy factor where 37.3% of those who believe that it had a negative effect on the strategic plan have a difference of 12.8% compared to those who said that it had a positive effect. The same happenend with the changes to market needs factor with a difference of 4% between negative and positive. On the contrary, those who stated that reduction of wages and unemployment increase are external factors of crisis stated that their ROI was positively affected by significant statistical differences. Concluded on this issue there is a close relationship between external factors and the impact of them on ROI, ROA and the strategic plan of companies. It is noted that respondent who considers GDP reduction and government strategy as important external factors believe also that these factors have had a negative impact on their strategic plan and the results of their companies during this period. Significant negative relationships were observed between GDP reduction and the following variables: strategic plan of the company (r=-0.194, p-value<0.05), turnover of the company (r=-0.254, p-value<0.01), results of the company (r=-0.270, p- value<0.01), ROI (r=-0.337, p-value<0.01) and ROA of the company (r=-0.389, p- value<0.01). Government strategy and restrictions such as insufficient and high taxation capital controls were negatively correlated with ROA of the company (r=- 0.177, p-value<0.05). Regarding the reduction or the curbing of the suppliers credit policy, a negative correlation was noticed with the strategic plan of the company (r=- 0.290, p-value<0.01), the turnover of the company (r=-0.199, p-value<0.05), the results of the company (r=-0.283, p-value<0.01), ROI (r=-0.285, p-value<0.01) and ROA of the company (r=-0.228, p-value<0.01). Weak negative correlations were observed between the insolvency of the customers and the following affected areas: strategic plan of the company (r=-0.167, p-value<0.05), ROI (r=-0.221, p-value<0.01) and ROA of the company (r=-0.196, p-value<0.01). Finally, the strategic plan of the company was positively associated with the reduction of wages and pensions (r=0.200, p-value<0.05) and the increase of unemployment (r=0.168, p-value<0.01). For our research that means that if there is a negative correlation between two variables such as between GDP reduction and the following variables: strategic plan of the company the interpretation for that is that the more negative was the impact of economic crisis on the strategic plan of the company the most GDP reduction affected on that. We wanted to check if the implementation of the tactics that were implemented was much easier in the specific period where the cycle of the economy was in recession. Regarding the increase of the prices, we observe that 75% made a limited application of the measure while 25% applied it to a greater extent. Regarding the ease of application of this tactic, 39% implemented their choice with ease, while 61% stated that it was done with considerable difficulty. As for the reduce of the prices, we observe that 48% made a limited application of the measure while 52% applied it to a greater extent. Regarding the ease of application of this tactic, 50% implemented their choice with ease, while 50% stated that it was done with considerable difficulty. Relative to discount to the customers, we observe that 34% made a limited application of the measure while 66% applied it to a greater extent. Regarding the ease of application of this tactic, 46% implemented their choice with ease, while 54% stated that it was done with considerable difficulty. Regarding remove of not profitable products, we observe that 49% made a limited application of the measure while 51% applied it to a greater extent. Regarding the ease of application of this tactic, 58% implemented their choice with ease, while 42% stated that it was done with considerable difficulty. Concerning to wages/salaries cuts, we observe that 57% made a limited application of the measure while 43% applied it to a greater extent. Regarding the ease of application of this tactic, 44% implemented their choice with ease, while 56% stated that it was done with considerable difficulty. Respecting to reduce of headcounts, we observe that 78% made a limited application of the measure while 22% applied it to a greater extent. Regarding the ease of application of this tactic, 41% implemented their choice with ease, while 59% stated that it was done with considerable difficulty. Negotiation with suppliers to reduce cost, we observe that it was a tactic which 36% made a limited application of the measure while 64% applied it to a greater extent. Regarding the ease of application of this tactic, 26% implemented their choice with ease, while 74% stated that it was done with considerable difficulty. Toward to negotiate for real estate, we observe that 46% made a limited application of the measure while 54% applied it to a greater extent. Regarding the ease of application of this tactic, 40% implemented their choice with ease, while 60% stated that it was done with considerable difficulty. For the negotiation with banks and other debtors, we observe that 57% made a limited application of the measure while 43% applied it to a greater extent. If we observe the ease of application of this tactic, 42% implemented their choice with ease, while 58% stated that it was done with considerable difficulty. As for the change of top management, we detect that 56% made a limited application of the measure while 44% applied it to a greater extent. Regarding the ease of application of this tactic, 54% implemented their choice with ease, while 46% stated that it was done with considerable difficulty. Concerning promotional and marketing cuts, we observe that 55% made a limited application of the measure while 45% applied it to a greater extent. Regarding the ease of application of this tactic, 56% implemented their choice with ease, while 44% stated that it was done with considerable difficulty. Finally as for divest plan, we observe that 80% made a limited application of the measure while 20% applied it to a greater extent. Regarding the ease of application of this tactic, 59% implemented their choice with ease, while 41% stated that it was done with considerable difficulty. For all the above tests regarding the ease rate implantation of every tactic there was a positive correlation except the negation with the suppliers which the correlation was negative. However there was week or very week correlation between the tested variables so there is no certainty that this correlation test proves that anyone who said that implemented a tactic with greater difficulty correlate positively with those who applied and some which applied it easier correlated with them who applied it in a lower rate. Additionally we tried to examine possible relationship between the company’s financial results after the successful reduction of the company's operating costs and we find that there is a significant relationship between the two variables. Moreover were no significant differences between the companies that faced a critical situation and had to take extraordinary measures and those companies which did not face a similar situation in relation to the achievements after the implementation of suitable measures. Using Kruskal Welis test instead of ANOVA it was observed that companies that were affected by external and internal factors at the same time, the financial crisis had a more negative impact on turnover compared to companies that stated that they were affected only by internal factors. Last but not least In order to understand where the managers of Greek companies know the design of a turnaround process in our questionnaire we asked them to indicate from 1 to 9 successively how they should be applied. So we found the following result as the 1st step which is situation analysis 47,6% , 2nd reshuffling changing top management only 4,1% , 3rd reform middle managers –improvement of communication strategy – actions to change corporate culture 7.6% , 4th taking control – performing critical cash management 14.9% , 5th start operating – cost reduction measures 13.5%, 6th selling assets and surplus inventories 12.7% , 7th restructuring liabilities 8.1%, 8th Revisiting business strategy and considering divestments 14.9% ,9th Development – market and sales focus improving sales and marketing 18,9%. We see that regarding the first step the majority of the responders agree that has to be the situation analysis. As for the second step which is 2nd only 4% agree on that instead and with approximately the same percentages the application of this measure is ranked after the third position. Obviously, it is quite difficult for the managers themselves to admit that there must be a change in management. The same is happening for the 4th tactic regarding middle management. Concerning the 5th step, 13,5% place it in the right order but the majority consider that it has to be 2nd in the row. Selling assets placed from the majority of our responders at the 7th and 8th place and it is rational because there is an emotional bonding with company assets and everybody is trying to avoid it. In any case of course to selling assets is not a bad tactic and sometimes it is necessary to be implemented. Speaking for restructuring liabilities the majority place 3 to 6th in the row. For the business strategy the majority consider that it has to be at 3rd place which is not right. Finally regarding the development of the company focusing on marketing and sale the majority answered that it has to be at the 1st and 2nd position against the 18,9% which place it in the right row. Another issue that we tried to found out was if there is a relation to the positive results of a company implemented turnaround tactics with who formulated the strategic plan. Finally we find that p value is 0.922 and consequently the strategic plan is formed either by the top management or by the owner, does not play a role in what the company will achieve. On the contrary, running again binary logistic regression, we find that when the strategic plan of the company is made by the top management then we have three times more probability the company to achieve profits compared to the companies where the strategic plan is formed by cooperation of the top management with external consultants. In conclusion, we see that the economic crisis really affected Greek companies to a great extent, both in terms of their strategy and in terms of their performance. It was realized that very quickly measures were taken by the managers with quite high efficiency, this resulted in stabilization and reduction of operating costs with a direct link to the successful results. What we could not determine with great certainty is whether in the end there is a relation between the ease of application of the turnaround tactics with the phase of the economic cycle and whether it would be much easier to apply them in the recession phase. Finally, if the strategic plan is implemented by the owner or the top management, it does not correlate with whether there are successful results in the implementation of a turnaround plan. Greek managers got the knowledge of turnaround tactics which have to apply in a crisis situation but not every one of them has the same opinion about the order of the implementation of each one. With great certainty retrenchment phase is a priority for them. Cluster analysis implemented which is a multivariate method of data classification carried out by separating the data into groups. The k-means procedure generates the following two clusters. In the first cluster were classified the companies that had a somewhat negative impact on their financial situation due to the economic crisis, took extraordinary measures to deal with it and as for the indicators that took into consideration, seemed to be neutral for indicator “Turnover reduction for more than one year” and disagree with the indicators “P&L losses for more than one year” and “ROI reduction more than>10%”. In the second cluster were classified the companies that had a mostly negative impact on their financial situation, took extraordinary measures to deal with it and as for the indicators that took into consideration, seemed to be mostly agreed with all the three indicators and mostly with the “Turnover reduction for more than one year”. “Turnover reduction for more than one year”, “P&L losses for more than one year” and “ROI reduction more than>10%” differed significantly between the two clusters (p-value<0.001), indicating the great influence in the forming of clusters. Whereas the variables “During fiscal years 2010 to 2016 your company faced a critical situation which you have had to take extraordinary measures?” has the least influence, as it was observed that the means did not statistically different between the two clusters (p-value=0.075). A factor analysis was conducted in order to reduce the number of initial variables into fewer factors. The variables used were the questions “Please, indicate the extent to which you believe that the following external factors were responsible for the crisis situation that your company faced” and “Please, indicate the extent to which you believe that the following internal factors were responsible for the crisis situation that your company faced” with possible answers (1) entirely disagree to (7) extremely agree. More specifically, it was found that the data are suitable for conducting the analysis, as the statistical index Kaiser-Mayer-Olkin (KMO) has a value of 0.736, which is considered satisfactory. In addition, according to the Bartlett sphericity test (X2=1138.3, p-value <0.001) there are significant correlations between the questions. The varimax rotation was also used, due to the fact that the extracted factors are not correlated with each other. The five extracted factors explain 55.1% of the total variability of the initial variables. The questions “Changes to the market needs/demands (technologic, services, quality, etc.)”, “Insolvency of your customers” and “Strong internal bureaucracy caused delays in implementation of new projects” were removed from the analysis due to low factor loadings (0.396, 0.278 and 0.392, respectively). Spearman correlation coefficients for the examination of the following question “Please, indicate the extent to which you believe that country economic situation affected negatively to the following operations-indicators” and the extracted factors of the above analysis of the company (r=-0.318, p-value<0.01) and ROI (r=-0.229, p-value<0.01). Furthermore, the significant negative relationships were observed between factor 3 and the following variables: strategic plan (r=-0.241, p-value<0.01), turnover (r=- 0.248, p-value<0.01), results factor 4 was negatively correlated with the strategic plan (r=-0.442, p-value<0.01), the turnover (r=-0.513, p-value<0.01), results of the company (r=-0.458, p-value<0.01), the ROI (r=-0.457, p-value<0.01) and the ROA of the company (r=-0.411, p-value<0.01). Similar results were also found for the factor 5 which was negatively associated with the strategic plan (r=-0.299, p-value<0.01), the turnover (r=-0.232, p-value<0.01), results of the company (r=-0.306, p- value<0.01), the ROI (r=-0.299, p-value<0.01) and the ROA of the company (r=-0.277, p-value<0.01). As a general conclusion of this test was that the more extent the internal or external factors were responsible for the crisis situation of the company, the more negatively affected the strategic plan, the turnover, the financial results, the ROI and ROA of the company. BIBLIOGRAPHY Abadleh (2018). Corporate Decline and Turnaround Strategies. [online] ResearchGate Available at:https://www.researchgate.net/publication/326983956_C orporate_Decline_and_Turnaround_Strategies. Abebe, M.A. (2010). Top team composition and corporate turnaround under environmental stability and turbulence. Leadership & Organization Development Journal, 31(3), pp.196–212. Abebe, M.A., Angriawan, A. and Ruth, D. (2012). Founder-CEOs, External Board Appointments, and the Likelihood of Corporate Turnaround in Declining Firms. Journal of Leadership & Organizational Studies, 19(3), pp.273–283. Achrol, R.S. (1991). Evolution of the Marketing Organization: New Forms for Turbulent Environments. Journal of Marketing, 55(4), pp.77–93. Adams, R., Almeida, H. and Ferreira, D. (2009). Understanding the relationship between founder–CEOs and firm performance. Journal of Empirical Finance, 16(1), pp.136–150. Adegoke, A.I., Remi, A.J. and Ibraheem, O.O. (2009). Appraisal of the Impact of Team Management on Business Performance: Study of Metro Mass Transit Limited, Ghana. International Journal of Business and Management, 4(12), pp.186-193. Adeleke, A. (2008). Appraising team management as a strategy to motivate change and business performance. BSc thesis submitted to the Department of Business Administration, University of AdoEkit. Adeleke, A., Ogundele, O.J.K. and Oyenuga, O.O. (2008). Business Policy and Strategy. 2nd ed. Lagos: Concept Publications. Alexander, L.D. (1991). Strategy implementation: nature of the problem. International Review of Strategic Management, 2(1), pp. 73-91. Almeida, H., Campello, M. and Weisbach, M.S. (2004). The Cash Flow Sensitivity of Cash. The Journal of Finance, 59(4), pp.1777–1804. Altman, E.I. (1968). Financial Ratios Discriminant analysis and the prediction of corporate bankruptcy. The Journal of Finance, 23(4), pp.589–609. Altman, E.I. (1983). Exploring the road to bankruptcy. Journal of Business Strategy, 4(2), pp.36–41. Altman, E.I. (1993). Corporate financial distress and bankruptcy: a complete guide to predicting & avoiding distress and profiting from bankruptcy. New York; Chichester Wiley & Sons, Cop. Andrews, K.R. (1971). The Concept of Corporate Strategy. Homewood, Ill. Dow- Jones-Irwin. Ansoff, I. (1957). Strategies for Diversification. Harvard Business Review, 35(5), pp.113–124. Ansoff I. (1965). Corporate strategy: an analytical approach to business policy for growth and expansion. New York: Mcgraw-Hill. Ansoff, I. (1977). The Changing Shape of the Strategic Problem. Journal of General Management, 4(4), pp.42–58. Arogyaswamy, K., Barker, V.L. and Yasai-Ardekani, M. (1995). Firm Turnarounds: an Integrative Two-Stage Model. Journal of Management Studies, 32(4), pp.493–525. Ashta, A., Diaz-Bretones, F. and Tolle, L. (2005). Selecting Restructuring Strategies for Sick Companies: Incorporating the Decision-Making Element. SSRN Electronic Journal, Available at SSRN:https://ssrn.com/abstract=1003214 or http://dx.doi.org/10.2139/ssrn.1003214 Ashta, A. and Tolle, L. (2005). Criteria for Selecting Restructuring Strategies for Distressed or Declining Enterprises. SSRN Electronic Journal, Available at SSRN: https://ssrn.com/abstract=1003211 or http://dx.doi.org/10.2139/ssrn.1003211 Atiase, R.K., Platt, D.E., Tse, S.Y. and Dechow, P.M. (2004). Operational Restructuring Charges and Post-Restructuring Performance. Contemporary Accounting Research, 21(3), pp.493–528. Aziz, M.A. and Dar, H.A. (2004). Predicting corporate financial distress: whither do we stand. Department of Economics, Loughborough University, UK, Working Paper. Balgobin, R. and Pandit, N. (2001). Stages in the turnaround process: European Management Journal, 19(3), pp.301–316. Bansal, J., Arihant, B., and Jalota, A. (2019). Global Standardization in International Marketing. Reserch Gate. Available at: https://www.researchgate.net/publication /330959520_Global_Standardization_in_International_Marketing. Barker III, V.L. and Duhaime, I.M. (1997). Strategic change in the turnaround process: Theory and empirical evidence. Strategic Management Journal, 18(1), pp.13–38. Barker III, V.L., Patterson Jr, P.W. and Mueller, G.C. (2001). Organizational Causes and Strategic Consequences of the Extent of Top Management Team Replacement During Turnaround Attempts. Journal of Management Studies, 38(2), pp.235–270. Barker, V.L. and Barr, P.S. (2002). Linking top manager attributions to strategic reorientation in declining firms attempting turnarounds. Journal of Business Research, 55(12), pp.963–979. Barker, V.L. and Mone, M.A. (1994). Retrenchment: Cause of turnaround or consequence of decline? Strategic Management Journal, 15(5), pp.395–405. Barrow, M. (2006). Statistics for economics, accounting, and business studies. Harlow, England ; New York: Ft Prentice Hall. Beard, D.W. and Dess, G.G. (1981). Corporate-Level Strategy, Business-Level Strategy, and Firm Performance. Academy of Management Journal, 24(4), pp.663– 688. Beaver, W.H., Correia, M. and McNichols, M.F. (2011). Financial Statement Analysis and the Prediction of Financial Distress. Foundations and Trends in Accounting, 5(2), pp.99–173. Behn, R.D. (1983). The Fundamentals of Cutback Management. In: What Role for Government? Lessons from Policy Research. Durham, USA: Duke Press Policy Studies, p.310. Bibeault, D.B. (1982). Corporate turnaround: how managers turn losers into winners. New York : Mcgraw-Hill. Bititci, U., Garengo, P., Dörfler, V. and Nudurupati, S. (2011). Performance Measurement: Challenges for Tomorrow. International Journal of Management Reviews, 14(3), pp.305–327. Boeker, W. (1992). Power and Managerial Dismissal: Scapegoating at the Top. Administrative Science Quarterly, 37(3), p.400. Brown, J.A., Buchholtz, A.K. and Dunn, P. (2016). Moral Salience and the Role of Goodwill in Firm-Stakeholder Trust Repair. Business Ethics Quarterly, 26(2), pp.181– 199. Bruton, G.D. and Wan, C.-C. (1994). Operating turnarounds and high technology firms. The Journal of High Technology Management Research, 5(2), pp.261–278. Bruton, G.D., Keels, J.K. and Shook, C.L. (1996). Downsizing the firm: Answering the strategic questions. Academy of Management Perspectives, 10(2), pp.38–45. Bryson, J.M. (1988). A strategic planning process for public and non-profit organizations. Long Range Planning, 21(1), pp.73–81. Bundy, J., Pfarrer, M.D., Short, C.E. and Coombs, W.T. (2016). Crises and Crisis Management: Integration, Interpretation, and Research Development. Journal of Management, 43(6), pp.1661–1692. Burnes, B. (2004). Managing change: a strategic approach to organizational dynamics Bernard Burnes. Harlow: Prentice Hall. Buzzell, R.D., Gale, B.T. and Sultan, R.G.M. (1975). Market Share—a Key to Profitability. Harvard Business Review, [online] 53(January-February), pp.97–106. Available at: https://hbr.org/1975/01/market-share-a-key-to-profitability. Cameron, K.S., Whetten, D.A. and Kim, M.U. (1988). Research notes. Organizational dysfunctions of decline. Academy of Management Journal, 30(1), pp.126–138. Campbell, D.C. (1989). Economics. The ANNALS of the American Academy of Political and Social Science, 503(1), pp.184–185. Campello, M., Graham, J.R. and Harvey, C.R. (2009). The Real Effects of Financial Constraints: Evidence from a Financial Crisis. SSRN Electronic Journal, 97(3). Carrington, J.H. and Aurelio, J.M. (1976). Survival tactics for the small business. Business Horizons, 19(1), pp.13–24. Cassells, E. (1992).Corporate Decline and Recovery. Management Development Review, 5(6). Available at: https://doi.org/10.1108/EUM0000000000705 Castrogiovanni, G.J., Baliga, B.R. and Kidwell, R.E. (1992). Curing sick businesses: changing CEOS in turnaround efforts. Academy of Management Perspectives, 6(3), pp.26–41. Castrogiovanni, G.J. and Bruton, G.D. (2000). Business Turnaround Processes Following Acquisitions. Journal of Business Research, 48(1), pp.25–34. Cater, J. and Schwab, A. (2008). Turnaround Strategies in Established Small Family Firms. Family Business Review, 21(1), pp.31–50. CFI (2018). Business Life Cycle - Understanding the 5 Different Stages. [online] Corporate Finance.Institute Available.at: https://corporatefinanceinstitute.com/res ources/knowledge/finance/business-life-cycle/. Chakraborty, S. and Dixit, S. (1992). Developing a turnaround strategy—A case study approach. Omega, 20(3), pp.345–352. Chan W Kim and Renée Mauborgne (2005). Blue Ocean Strategy. Boston, Mass.: Harvard Business School Press. Chan, P.S. (1993). Managing Successful Turnarounds: Lessons from Global Companies. Management Decision, 31(3). Chandler, A. (1962). Strategy and structure: chapters in the history of the industrial enterprise. Cambridge, Mass: M.I.T. Press. Chandler, A. (1977). The visible hand: the managerial revolution in American business by Alfred D. Chandler, Jr. Cambridge, USA : Belknap. Charalabidis, D. (2011). Recovery Strategies to deal with corporate decline. Critical – theoretical review and empirical investigation within Athens Stock Exchange framework. Ph.D. Thesis submitted to Accounting and Finance dept., University of Macedonia-Thessaloniki Chen, G. and Hambrick, D.C. (2012). CEO Replacement in Turnaround Situations: Executive (Mis)Fit and Its Performance Implications. Organization Science, 23(1), pp.225–243. Chen, P., Mehrotra, V., Sivakumar, R. and Yu, W.W. (2001). Layoffs, shareholders’ wealth, and corporate performance. Journal of Empirical Finance, 8(2), pp.171–199. Chen, Y. (Bill) (2019). The Business Cycle and Economic Crisis—When Will China Experience Them? Journal of Advances in Economics and Finance, 4(2), pp. 60-77. Chowdhury, S.D. (2002). Turnarounds: A Stage Theory Perspective. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l’Administration, 19(3), pp.249–266. Chowdhury, S.D. and Lang, J.R. (1996). Turnaround in small firms: An assessment of efficiency strategies. Journal of Business Research, 36(2), pp.169–178. Clapham, S.E., Schwenk, C.R. and Caldwell, C. (2005). CEO perceptions and corporate turnaround. Journal of Change Management, 5(4), pp.407–428. Collett, N., Pandit, N.R. and Saarikko, J. (2014). Success and failure in turnaround attempts. An analysis of SMEs within the Finnish Restructuring of Enterprises Act. Entrepreneurship & Regional Development, 26(1-2), pp.123–141. Collins, J.C. (2001). Good to great: why some companies make the leap ... and others don’t. New York, Ny: Harperbusiness. Conner, D. (1998). Leading at the edge of chaos: how to create the nimble organization. New York: John Wiley. Coombs, W. T. (2019). Ongoing crisis communication: planning, managing, and responding. Thousand Oaks, California: Sage Publications, Inc. Coombs, W.T. (2007). Attribution Theory as a guide for post-crisis communication research. Public Relations Review, 33(2), pp.135–139. Corbey, M., de Roon, F. and Hinfelaar, S. (2019). Company life cycle models and business valuation. Maandblad Voor Accountancy en Bedrijfseconomie, 93(9/10), pp.285–296. Cumberland, W.W. (1932). Factors Operating Toward Recovery from Depression. Journal of Business of the University of Chicago, 5(4), pp.114-122. D’Aveni, R.A. (1989). Dependability and Organizational Bankruptcy: An Application of Agency and Prospect Theory. Management Science, 35(9), pp.1120–1138. D’Aveni, R.A. and MacMillan, I.C. (1990). Crisis and the Content of Managerial Communications: A Study of the Focus of Attention of Top Managers in Surviving and Failing Firms. Administrative Science Quarterly, 35(4), pp.634–657. Daily, C.M. and Dalton, D.R. (1995). CEO and director turnover in failing firms: An illusion of change? Strategic Management Journal, 16(5), pp.393–400. Datta, D.K., Guthrie, J.P., Basuil, D. and Pandey, A. (2009). Causes and Effects of Employee Downsizing: A Review and Synthesis. Journal of Management, 36(1), pp.281–348. Davenport, T.H. (2007). Strategy Execution: Avoid the Extremes. [online] Harvard Business Review. Available at: https://hbr.org/2007/12/strategy-execution-avoid- the-e David, F.R. (1999). Strategic management: concepts & cases. Upper Saddler River, N.J.: Prentice-Hall ; London. Denis, D.J., Denis, D.K. and Sarin, A. (1997). Ownership structure and top executive turnover. Journal of Financial Economics, 45(2), pp.193–221. Denis, D.J. and Kruse, T. (2000). Managerial discipline and corporate restructuring following performance declines. Journal of Financial Economics, 55(3), pp.391–424. Donald Hopkins, H. (2008). Successful turnaround strategies. Strategic Direction, [online] 24(8), pp.3–5. Available at: https://www.deepdyve.com/lp/emerald- publishing/successful-turnaround-strategies-6UsWm0Rf8T Drucker, P.F. (1994). The Theory of the Business. [online] Harvard Business Review. Available at: https://hbr.org/1994/09/the-theory-of-the-business. Duhaime, I.M. and Grant, J.H. (1984). Factors influencing divestment decision- making: Evidence from a field study. Strategic Management Journal, 5(4), pp.301– 318. Eichner, T. and Ebrary, I. (2010). Restructuring and turnaround of distressed manufacturing firms : an international empirical study. Frankfurt Am Main; New York: Peter Lang. Eizzuan, A., Jamal, A. and Salisi, S. (2021). Retrenchment Strategy and Firm Performance: Evidence from Malaysian Construction Companies. International Journal of Academic Research in Accounting Finance and Management Sciences, 1(1), pp.120–138. Elsbach, K.D. (1994). Managing Organizational Legitimacy in the California Cattle Industry: The Construction and Effectiveness of Verbal Accounts. Administrative Science Quarterly, 39(1), p.57-88. Elsubbaugh, S., Fildes, R. and Rose, M.B. (2004). Preparation for Crisis Management: A Proposed Model and Empirical Evidence. Journal of Contingencies and Crisis Management, 12(3), pp.112–127. Espahbodi, R., John, T.A. and Vasudevan, G. (2000). The Effects of Downsizing on Operating Performance. Review of Quantitative Finance and Accounting, 15(2), pp.107–126. Available at: https://doi.org/10.1023/A:1008321929083 Faghfouri P. (2012). The role of governance structure in the context of crisis management : an empirical analysis on a German sample of non-family and family businesses. Wiesbaden: Springer Gabler ; London. Faghfouri, P., Kraiczy, N.D., Hack, A. and Kellermanns, F.W. (2014). Ready for a crisis? How supervisory boards affect the formalized crisis procedures of small and medium-sized family firms in Germany. Review of Managerial Science, 9(2), pp.317– 338. Faleye, O. (2007). Classified boards, firm value, and managerial entrenchment. Journal of Financial Economics, 83(2), pp.501–529. Fink, S. (1986). Crisis management: planning for the inevitable. New York: Amacom. Finkin, E.F. (1985). Company Turnaround. Journal of Business Strategy, 5(4), pp.14– 24. Francis, J. and Desai, A.B. (2005). Situational and organizational determinants of turnaround. Management Decision, 43(9), pp.1203–1224. Francis, J. and Mariola, Ε. (2005). Decline, turnaround, and managerial ownership. In: . Fourth International Business and Economy Conference IBEC. Galbraith J. (1992). The great crash 1929. London: Penguin Books. Galbraith, C. and Schendel, D. (1983). An empirical analysis of strategy types. Strategic Management Journal, 4(2), pp.153–173. Gatti, C. (2002). Leadership and Cultural Renewal in Corporate Turnarounds. Symphonya. Emerging Issues in Management, (2), pp. 85-96. Available at: http://dx.doi.org/10.4468/2002.2.09gatti Geoffrey Love, E. and Nohria, N. (2005). Reducing slack: the performance consequences of downsizing by large industrial firms, 1977-93. Strategic Management Journal, 26(12), pp.1087–1108. Georgopoulos, N. (2013). Strategic Management. Athens: Benos. Gething, J. (1997). Turnaround success vs. Failure. Unpublished MSc thesis. London Business School. Ghazzawi, I. (2017). Organizational Turnaround: A Conceptual Framework and Research Agenda. American Journal of Management, 17(7), pp. 9-23. Available at: https://doi.org/10.33423/ajm.v17i7.1698 Giessner, S.R. and van Knippenberg, D. (2008). “License to Fail”: Goal definition, leader group prototypicality, and perceptions of leadership effectiveness after leader failure. Organizational Behavior and Human Decision Processes, 105(1), pp.14–35. Gillespie, N. and Dietz, G. (2009). Trust Repair after an Organization-Level Failure. The Academy of Management Review, [online] 34(1), pp.127–145. Available at: http://www.jstor.org/stable/27759989 Glaesser, D. (2006). Crisis management in the tourism industry. Boston: Butterworth- Heinemann. Golden, B.R. (1992). SBU strategy and performance: The moderating effects of the corporate-SBU relationship. Strategic Management Journal, 13(2), pp.145–158. Gonzalez-Herrero, A. and Pratt, C.B. (1995). How to manage a crisis before - or whenever - it hits. Public Relations Quarterly, 40(1), p.25-30. Goodman, S.J. (1982). How to manage a turnaround: a senior manager’s blueprint for turning an ailing business into a winner. New York: Free Press; London. Gopal, R. (1991). Turning around sick companies—The Indian experience. Long Range Planning, 24(3), pp.79–83. Gopinath, C. (1991). Turnaround: Recognizing decline and initiating intervention. Long Range Planning, 24(6), pp.96–101. Gorm Rytter, N., Boer, H. and Koch, C. (2007). Conceptualizing operations strategy processes. International Journal of Operations & Production Management, 27(10), pp.1093–1114. Gowen III, C.R. and Tallon, W.J. (2002). Turnaround strategies of American and Japanese electronics corporations. The Journal of High Technology Management Research, 13(2), pp.225–248. Grant Thornton (2020). Study of the effect of Covid-19 on Greek Businesses & the Greek Economy. [online] . Available at: https://www.grant- thornton.gr/globalassets/_markets_/grc/media/pdfs/covid-19-impact_final.pdf. Grinyer, P.H., McKiernan, P. and Yasai-Ardekani, M. (1988). Market, organizational and managerial correlates of economic performance in the U.K. Electrical Engineering Industry. Strategic Management Journal, 9(4), pp.297–318. Grinyer, P.H., Mayes, D. and McKiernan, P. (1990). The sharpbenders: Achieving a sustained improvement in performance. Long Range Planning, 23(1), pp.116–125. Hambrick, D.C. and Schecter, S.M. (1983). Turnaround Strategies for Mature Industrial-Product Business Units. Academy of Management Journal, 26(2), pp.231– 248. Hamel, G. (2014). Strategy as Revolution. [online] Harvard Business Review. Available at: https://hbr.org/1996/07/strategy-as-revolution. Hamel, G. and Prahalad, C. (1994). Competing for the Future. [online] Harvard Business Review. Available at: https://hbr.org/1994/07/competing-for-the-future. Hamel, G. and Prahalad, C. (2005). Strategic Intent. Harvard Business Review, [online] (July - August). Available at: https://hbr.org/2005/07/strategic-intent. Hancock, J.I., Allen, D.G., Bosco, F.A., McDaniel, K.R. and Pierce, C.A. (2011). Meta- Analytic Review of Employee Turnover as a Predictor of Firm Performance. Journal of Management, 39(3), pp.573–603. Harker, M. (1996). Managing company turnarounds: how to develop “destiny.” Marketing Intelligence & Planning, 14(3), pp.5–10. Harker, M. and Sharma, B. (2000). Leadership and the company turnaround process. Leadership & Organization Development Journal, 21(1), pp.36–47. Harrigan, K.R. (1984). Formulating Vertical Integration Strategies. The Academy of Management Review, 9(4), p.638-652. Hashai, N. (2014). Within-industry diversification and firm performance-an S-shaped hypothesis. Strategic Management Journal, 36(9), pp.1378–1400. Hauschildt, j. and Baetge, J. (2000). Krisendiagnose durch Bilanzanalyse. Köln O. Schmidt. Haynes, W.H. (1961). Two Studies in Reorganization. Academy of Management Journal, 4(3), pp.215–228. Heany, D.F. (1985). Businesses in Profit Trouble. Journal of Business Strategy, 5(4), pp.4–12. Heine, K. and Rindfleisch, H. (2012). Organizational Decline - A Synthesis of Insights from Organizational Ecology, Path Dependence and the Resource-Based View. SSRN Electronic Journal. Available at: SSRN: https://ssrn.com/abstract=2178991 or http://dx.doi.org/10.2139/ssrn.2178991 Heller, V.L. and Darling, J.R. (2012). Anatomy of crisis management: lessons from the infamous Toyota Case. European Business Review, 24(2), pp.151–168. Hill, C.W.L. and Jones, T.M. (1992). Stakeholder-Agency Theory. Journal of Management Studies, 29(2), pp.131–154. Hill, C.W.L. and Jones, G.R. (2001). Strategic management: an integrated approach. Boston, Mass.: Houghton Mifflin. Hitt, M.A., Ireland R.D. and Hoskisson, R.E. (2005). Strategic management: competitiveness and globalization. Mason, Ohio: Thomson/South-Western. Hofer, C.W. (1980). Turnaround Strategies. Journal of Business Strategy, 1(1), pp.19– 31. Hofer, C.W. and Schendel, D. (1978). Strategy Formulation: Analytical Concepts. St. Paul: West Publishing Company. Hornby, A. (2000). Crisis Definition. In: Oxford advanced learner’s dictionary of current English. New York: Oxford University Press, p.298. Hughes, O.E. (2003). Public Management and Administration: An Introduction (3rd Ed). Melbourne: Macmillan. Illmer, A. (2010). German corporate bankruptcies have risen sharply | DW | 09.03.2010. [online] Deutsche Welle dw.com. Available at: https://p.dw.com/p/MO4K Ivančić, V., Mencer, I., Jelenc, L. and Dulčić, Ž. (2017). Strategy implementation – external environment alignment. Management: Journal of Contemporary Management Issues, 22(Special Issue), pp.51–67. Ivanovic, A. and Collin, P.H. (2011). Dictionary of marketing. London: Bloomsbury. Johansen, W., Aggerholm, H.K. and Frandsen, F. (2012). Entering new territory: A study of internal crisis management and crisis communication in organizations. Public Relations Review, 38(2), pp.270–279. John, K., Lang, L.H.P. and Netter, J. (1992). The Voluntary Restructuring of Large Firms In Response to Performance Decline. The Journal of Finance, 47(3), pp.891– 917. Johnson, G. and Scholes, K. (2002). Exploring corporate strategy. Harlow: Financial Times Prentice Hall. Johnson, G., Scholes, K. and Whittington, R. (2005). Exploring corporate strategy. Harlow: Financial Times/Prentice Hall. Kang, J.-K. and Shivdasani, A. (1997). Corporate restructuring during performance declines in Japan. Journal of Financial Economics, 46(1), pp.29–65. Kanter, R.M. (2003). Leadership and the Psychology of Turnarounds. [online] Harvard Business Review. Available at: https://hbr.org/2003/06/leadership-and-the- psychology-of-turnarounds Ketelhöhn, W., Jarillo, J. and Kübes, Z. (1991). Turnaround management is not Rambo management. European Management Journal, 9(2), pp.117–120. Khurana R (2002). Searching for a corporate savior: the irrational quest for charismatic CEOs. Princeton, N.J.: Princeton University Press. Kotter, J.P. (1996). Leading change. Boston, Mass.: Harvard Business School Press. Kouzmin, A. (2008). Crisis Management in Crisis? Administrative Theory & Praxis, 30(2), pp.155–183. Krogh, G.V. and Roos, J. (1994). Corporate divestiture and the phantom limb effect. European Management Journal, 12(2), pp.171–178. Krueger, D.A. and Willard, G.E. (1991). Turnarounds: A process, Not an Event. Academy of Management Proceedings, 1991(1), pp.26–30. Lai, J. and Sudarsanam, S. (1997). Corporate Restructuring in Response to Performance Decline: Impact of Ownership, Governance and Lenders. Review of Finance, 1(2), pp.197–233. Lampel, J., Shamsie, J. and Shapira, Z. (2009). Experiencing the Improbable: Rare Events and Organizational Learning. Organization Science, 20(5), pp.835–845. Le, H. (2019). Literature Review on Diversification Strategy, Enterprise Core Competence and Enterprise Performance. American Journal of Industrial and Business Management, 9(1), pp.91–108. Levie, J. and Lichtenstein, B.B. (2010). A Terminal Assessment of Stages Theory: Introducing a Dynamic States Approach to Entrepreneurship. Entrepreneurship Theory and Practice, 34(2), pp.317–350. Llopis J. (1992). La Cultura de empresa : analisis y enfoque cualitativo para la toma de decisiones. : CAM and University of Alicante. Loewen (1997). The power of strategy: a practical guide for South African managers. Sandton: Zebra. Lohrke, F.T., Ahlstrom, D. and Bruton, G.D. (2011). Extending Turnaround Process Research. Journal of Management Inquiry, 21(2), pp.217–234. Lohrke, F.T., Bedeian, A.G. and Palmer, T.B. (2004). The role of top management teams in formulating and implementing turnaround strategies: a review and research agenda. International Journal of Management Reviews, 5-6(2), pp.63–90. Lord, R.G., Binning, J.F., Rush, M.C. and Thomas, J.C. (1978). The effect of performance cues and leader behavior on questionnaire ratings of leadership behavior. Organizational Behavior and Human Performance, 21(1), pp.27–39. Lord, R.G., Foti, R.J. and De Vader, C.L. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational Behavior and Human Performance, 34(3), pp.343–378. Lovallo, D. and Kahneman, D. (2003). Delusions of success. How optimism undermines executives’ decisions. Harvard Business Review, [online] 81(7), pp.56– 63, 117. Available at: https://pubmed.ncbi.nlm.nih.gov/12858711/ Luecke, R. (2004). Harvard business essentials: crisis management. Boston, Mass.: Harvard Business School Press. Makheti, R. and Nyakweba, O.B. (2016). Assessment of Turnaround Strategy on Organizational Performance: A Case of Kenya Industrial Estates, Kenya. The International Journal of Business & Management, 4(10), pp.354–360. Makinde, G, O., Akinlabi, B., Ajike, A. and Emmanuel, O. (2015). Strategic Planning: Effect on performance of small and medium enterprises in Lagos, Nigeria. [online] www.semanticscholar.org. Availableat:https://www.semanticscholar.org/ paper/STRATEGIC-PLANNING%3A-EFFECT-ON-PERFORMANCE-OF-SMALL-Makinde- Grace/57d607a52e4714e3d90e963d81186b6405e940d6 Marcus, A.A. and Goodman, R.S. (1991). Victims and Shareholders: The Dilemmas of Presenting Corporate Policy During A Crisis. Academy of Management Journal, 34(2), pp.281–305. Markides, C. (1997). To diversify or not to diversify. Harvard Business Review, 75(6), pp.93-99. Marks, R.B. (2015). “Exhausting the Earth”: environment and history in the early modern world. The Cambridge World History, pp.29–53. Mazzei, A. and Ravazzani, S. (2014). Internal Crisis Communication Strategies to Protect Trust Relationships. International Journal of Business Communication, 52(3), pp.319–337. Meindl, J.R. and Ehrlich, S.B. (1987). The romance of leadership and the evaluation of organizational performance. Academy of Management Journal, 30(1), pp.91–109. Midgley, K. and Burns, R.G. (1972). Business Finance and the Capital Market. London Macmillan Education Uk. Mintzberg, H. (1978). Patterns in Strategy Formation. Management Science, 24(9), pp.934–948. Mintzberg, H. and Quinn J.B. (1991). The strategy process: concepts, contexts, cases. Englewood Cliffs, N.J.: Prentice Hall. Mintzberg, H., Lampel, J., Quinn, J.B. and Ghoshal, S. (2003). The strategy process: concepts, contexts, cases. Harlow: Pearson Education. Mitroff, I.I. (1994). Crisis Management and Environmentalism: A Natural Fit. California Management Review, 36(2), pp.101–113. Mitroff, I.I. (2005). Why some companies emerge stronger and better from a crisis: 7 essential lessons for surviving disaster. New York: American Management Association. Modiano, P. (1987). Made in Great Britain: Lessons from manufacturing turnarounds. European Management Journal, 5(3), pp.174–179. Moncarz, E.S. and Kron, R.N. (1993). Operational analysis: a case study of two hotels in financial distress. International Journal of Hospitality Management, 12(2), pp.175– 196. Morrow, J.L., Johnson, R.A. and Busenitz, L.W. (2004). The Effects of Cost and Asset Retrenchment on Firm Performance: The Overlooked Role of a Firm’s Competitive Environment. Journal of Management, 30(2), pp.189–208. Mouly, V.S. and Sankaran, J.K. (2004). Survival and Failure of Small Businesses Arising Through Government Privatization: Insights from Two New Zealand Firms. Journal of Management Studies, 41(8), pp.1435–1467. Mueller, G.C. and Barker, V.L. (1997). Upper Echelons and Board Characteristics of Turnaround and Nonturnaround Declining Firms. Journal of Business Research, 39(2), pp.119–134. Müller, R. (1985). Corporate crisis management. Long Range Planning, 18(5), pp.38– 48. Ndofor, H.A., Vanevenhoven, J. and Barker, V.L. (2013). Software firm turnarounds in the 1990s: An analysis of reversing decline in a growing, dynamic industry. Strategic Management Journal, 34(9), pp.1123–1133. Nelson, T. (2003). The persistence of founder influence: management, ownership, and performance effects at initial public offering. Strategic Management Journal, 24(8), pp.707–724. Newman, W.H. (1951). Administrative action; the techniques of organization and management. Cases for administrative action. York, Prentice-Hall. Newsroom. (2011). Κατακόρυφη πτώση 98,4% στην κερδοφορία της βιομηχανίας το 2010 ΚΑΘΗΜΕΡΙΝΗ [online]www.kathimerini.gr. Available at: https://www.kathimerini.gr/economy/business/431727/katakoryfi-ptosi-98-4-stin- kerdoforia-tis-viomichanias-to-2010/ Newsroom (2012). Ποιοι κλάδοι έχουν πληγεί περισσότερο από την κρίση. [online] Newsbomb., Available at: https://www.newsbomb.gr/oikonomia/story/239267/poi oi-kladoi-ehoyn-pligei-perissotero-apo-tin-krisi Nichols, G.F. (1936). A Rationale of Corporate Reorganization-(Continued). Journal of Business of the University of Chicago, 9(1), pp.77-92. Nielsen, N.W. and Neamtu, I. (2012). How Are Firms Affected by the Crisis and How Do They React? In: Discussion Papers, No. 6671. Bonn: Institute for the Study of Labor (IZA). Njeru, K.G. (2015). Strategic Management Practices and performance of small and medium sized enterprises in Kenya. Master Thesis, University of Nairobi. Nystrom, P.C. and Starbuck, W.H. (1984). To avoid organizational crises, unlearn. Organizational Dynamics, 12(4), pp.53–65. Nystrom, P.C. and Starbuck, W.H. (2015). To Avoid Organizational Crises, Unlearn. SSRN Electronic Journal, doi:10.2139/ssrn.2708289. O’Neill, H.M. (1986a). Turnaround and recovery: What strategy do you need? Long Range Planning, 19(1), pp.80–88. O’Neill, H.M. (1986b). An analysis of the turnaround strategy in commercial banking. Journal of Management Studies, 23(2), pp.165–188. O’Neill, H.M., Rondinelli, D.A. and Wattanakul, T. (2004). Ownership and its Impact on Coping with Financial Crisis: Differences in State-, Mixed-, and Privately-Owned Enterprises in Thailand. Asia Pacific Journal of Management, 21(1/2), pp.49–74. Oliver, J.E. and Fredenberger, W.B. (1997). Human resource turnarounds: advice from the experts. Career Development International, 2(6), pp.274–277. Owolabi, A. and Makinde, G. (2012). The effects of strategic planning n corporate performance in University Education: A study of Babcock University. Arabian Journal of Business and Management Review, [online] 2(4). Available at: https://www.arabianjbmr.com/pdfs/KD_VOL_2_4/3.pdf Pajunen, K. (2008). The Nature of Organizational Mechanisms. Organization Studies, 29(11), pp.1449–1468. Palmon, O., Sun, H.-L. and Tang, A.P. (1997). Layoff Announcements: Stock Market Impact and Financial Performance. Financial Management, 26(3), pp.54-68. Pan, Y. and Tse, D.K. (2000). The Hierarchical Model of Market Entry Modes. Journal of International Business Studies, 31(4), pp.535–554. Pandit, N.R. (1998). British Steel Corporation: probably the biggest turnaround story in UK industrial history. Strategic Change, 7(2), pp.65–79. Pandit, N.R. (2000). Some Recommendations for Improved Research on Corporate Turnaround. Management, 3(2), pp.31–56. Panicker, S. and Manimala, M.J. (2015). Successful turnarounds: the role of appropriate entrepreneurial strategies. Journal of Strategy and Management, 8(1), pp.21–40. Papadakis, V. (2016). Business strategy, Greek and international experience. 7th ed. Athens: Benos. Paraskevas, A. (2006). Crisis management or crisis response system? Management Decision, 44(7), pp.892–907. Pearce II, J.A. and Robbins, K. (1993). Toward Improved Theory and Research on Business Turnaround. Journal of Management, 19(3), pp.613–636. Pearce II, J.A. and Robbins, K. (1994). Entrepreneurial recovery strategies of small market share manufacturers. Journal of Business Venturing, 9(2), pp.91–108. Pearson, B. (1977). A market oriented approach for turnaround situations. Industrial Marketing Management, 6(4), pp.241–250. Pearson, C.M. and Clair, J.A. (1998). Reframing Crisis Management. The Academy of Management Review, 23(1), p.59-76. Perry, T. and Shivdasani, A. (2005). Do Boards Affect Performance? Evidence from Corporate Restructuring. The Journal of Business, 78(4), pp.1403–1432. Pettigrew, A. and Whipp, R. (1991). Managing change for competitive success. Oxford: B. Blackwell. Pfarrer, M.D., Decelles, K.A., Smith, K.G. and Taylor, M.S. (2008). After the Fall: Reintegrating the Corrupt Organization. Academy of Management Review, 33(3), pp.730–749. Pillania, R.K. (2008). Strategic issues in knowledge management in small and medium enterprises. Knowledge Management Research & Practice, 6(4), pp.334– 338. Porter, M.E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), pp.134–145. Porter, M.E. (1980). Competitive strategy: techniques for analyzing industries and competitors. New York: Free Press. Porter, M.E. (1986). Competition in global industries. Boston, Mass. Harvard Business School Press. Porter, M.E. (1996). What Is Strategy? Harvard Business Review, 74(6), pp.61–78. Pretorius, M. (2008). When Porter’s generic strategies are not enough: complementary strategies for turnaround situations. Journal of Business Strategy, 29(6), pp.19–28. Pretorius, M. (2009). Defining Business decline, failure and turnaround: A content analysis. The Southern African Journal of Entrepreneurship and Small Business Management, 2(1), p.1-16. Price Waterhouse Coopers (2021). The impact of the pandemic on Greek companies. [online] Greece PWC Available at https://www.pwc.com/gr/en/publications/Greec e_Covid_Report.pdf. Probst, G. and Raisch, S. (2005). Organizational crisis: The logic of failure. Academy of Management Perspectives, 19(1), pp.90–105. Quinn, J.B. (1980). Strategies for change: logical incrementalism. Homewood: Irwin. Ramarapu, S., Timmerman, J.E. and Ramarapu, N. (1999). Choosing between Globalization and Localization as A Strategic Thrust for Your International Marketing Effort. Journal of Marketing Theory and Practice, 7(2), pp.97–105. Reinhart, C. and Rogoff, K. (2009). The Aftermath of Financial Crises. National Bureau of Economic Research, January 2009. (Working Paper 14656). Richardson, B., Nwankwo, S. and Richardson, S. (1994). Understanding the Causes of Business Failure Crises. Management Decision, 32(4), pp.9–22. Robbins, D.K. and Pearce II, J.A. (1992). Turnaround: Retrenchment and recovery. Strategic Management Journal, 13(4), pp.287–309. Robbins, D.K. and Pearce II, J.A. (1993). Entrepreneurial retrenchment among small manufacturing firms. Journal of Business Venturing, 8(4), pp.301–318. Robinson, R.B. and Pearce II, J.A. (1988). Planned Patterns of Strategic Behavior and Their Relationship to Business- Unit Performance. Strategic Management Journal, 9(1), pp.43–60. Roman, I. (2010). Turnaround strategies for customer centric operations: turn by turn directions on the path to recovery. Toronto, Canada: Italics Publishing Inc. Rosenthal, C. and Hart, P.T. (1989). Coping with crises: the management of disasters, riots, and terrorism. Springfield, Ill., U.S.A.: C.C. Thomas. Routledge, J. and Gadenne, D. (2004). An Exploratory Study of the Company Reorganisation Decision in Voluntary Administration. Pacific Accounting Review, 16(1), pp.31–56. Schendel, D. and Patton, G.R. (1975). An empirical study of corporate stagnation and turnaround. Academy of Management Proceedings, 1975(1), pp.49–51. Schendel, D., Patton, G.R. and Riggs, J. (1976). Corporate Turnaround Strategies: A Study of Profit Decline and Recovery. Journal of General Management, 3(3), pp.3– 11. Schendel, D. and Hofer, C.W. (1979). Strategic management: a new view of business policy and planning. Boston: Little, Brown. Scherrer, P.S. (2003). Management turnarounds: diagnosing business ailments. Corporate Governance: The international journal of business in society, 3(4), pp.52– 62. Schmitt, A. and Raisch, S. (2013). Corporate Turnarounds: The Duality of Retrenchment and Recovery. Journal of Management Studies, 50(7), pp. 1216-1244. Schober, T. (2004). The valuation of corporate turnaround strategies – Introduction of a holistic theoretical framework, criticism of quantitative studies and suggestions for future research. Doctoral Seminar Corporate Finance. University of St. Gallen, Graduate School of Business, Economics, Law and Social Sciences. Schoenberg, R., Collier, N. and Bowman, C. (2013). Strategies for business turnaround and recovery: a review and synthesis. European Business Review, 25(3), pp.243–262. Schreuder, H., Van Cayseele, P., Jaspers, P. and De Graaff, B. (1991). Successful bear- fighting strategies. Strategic Management Journal, 12(7), pp.523–533. Schuler, R.S. and Jackson, S.E. (1987). Linking Competitive Strategies with Human Resource Management Practices. Academy of Management Executive, 1(3), pp.207– 219. Schwab, K. ed., (2014). The Global Competitiveness Report 2014–2015. [online] Geneva, Switzerland: World Economic Forum. Available at: http://www3.weforum.org/docs/WEF_GlobalCompetitivenessReport_2014-15.pdf. Schweizer, L. and Nienhaus, A. (2017). Corporate distress and turnaround: integrating the literature and directing future research. Business Research, 10(1), pp.3–47. Segel, L.A. (2000). Diffuse feedback from diffuse information in complex systems. Complexity, 5(6), pp.39–46. Sheppard, J.P. and Chowdhury, S.D. (2005). Riding the Wrong Wave. Long Range Planning, 38(3), pp.239–260. Shrivastava, P. (1987). Crisis Communications. Industrial Crisis Quarterly, 1(2), pp.2. Sipika, C. and Smith, D. (1993). From Disaster to Crisis: The Failed Turnaround of Pan American Airlines. Journal of Contingencies and Crisis Management, 1(3), pp.138– 151. Skinner, W. (1969). Manufacturing – the missing link in corporate strategy. Harvard Business Review, (May/June), pp.136–145. Skinner, W. (1976). The focused factory. Harvard Business Review, (May/june), pp.61–70. Slatter, S. (1984). Corporate recovery: a guide to turnaround management. Harmondsworth: Penguin. Slatter, S. and Lovett, D. (1999). Corporate turnaround. London: Penguin. Sloma, R.S. (1985). The turnaround manager’s handbook. New York: Free Press. Smith, M. and Graves, C. (2005). Corporate turnaround and financial distress. Managerial Auditing Journal, 20(3), pp.304–320. Srivastava, R.M. and Śubhā V. (2012). Strategic management: concepts, skills and practices. New Delhi: Phi Learning. Starbuck, W.H., Greve, A. and Hedberg, B.L.T. (1978). Responding to crisis. Journal of business administration: publication of the Faculty of Commerce and Business Administration, University of British Columbia, 9(2), pp.111–135. Staw, B.M. (1976). Knee-deep in the big muddy: a study of escalating commitment to a chosen course of action. Organizational Behavior and Human Performance, 16(1), pp.27–44. Steinker, S., Pesch, M. and Hoberg, K. (2016). Inventory management under financial distress: an empirical analysis. International Journal of Production Research, 54(17), pp.5182–5207. Stempel, J. (2010). U.S. bankruptcy filings rise to highest since 2005. Reuters. [online] 1 Apr. Available at: https://www.reuters.com/article/bankruptcy-filings- idUSN0113129420100401 Strategic Management for MBA: ADM 807 (2016). Strategic Management for MBA: ADM 807 University of North-West Graduate School of Business and Government Leadership. - ppt download. [online] slideplayer.com. Available at: https://slideplayer.com/slide/7581780/) Sudarsanam, S. and Lai, J. (2001). Corporate Financial Distress and Turnaround Strategies: An Empirical Analysis. British Journal of Management, 12(3), pp.183–199. Taffler, R.J. (1982). Forecasting Company Failure in the UK Using Discriminant Analysis and Financial Ratio Data. Journal of the Royal Statistical Society. Series A (General), 145(3), p.342. Tamborini, R. (1997). Knowledge and economic behavior. A constructivist approach. Journal of Evolutionary Economics, 7(1), pp.49–72. Taylor, B. (1982). Turnaround. Recovery and Growth: The Way through the Crisis. Journal of General Management, 8(2), pp.5–13. Teece, D.J., Pisano, G. and Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7), pp.509–533. Tenkasi, R.V. and Kamel, Y. (2016). To Bankruptcy and Back: Turnaround Strategies for Firm Emergence, Long-Term Survival, and Speed. Research in Organizational Change and Development, 24, pp.221–259. Emerald Group Publishing Limited. Available at: https://doi.org/10.1108/S0897-301620160000024009 Thain, D.H. and Goldthorpe, R.L. (1989). Turnaround management: causes of decline. Business Quarterly, 54(1), pp.55–62. Thietart, R.A. (1988). Success strategies for business that perform poorly. The Institute of Management Sciences, 18(3), pp.32–45. Thompson, A.A., Peteraf, M., Gamble, J. and Strickland, A. (2014). Crafting and executing strategy: the quest for competitive advantage: concepts and cases. New York: Mcgraw-Hill Education. Thompson, J.L. and Martin, F. (2005). Strategic management: awareness and change. London: Thomson Learning. Trahms, C.A., Ndofor, H.A. and Sirmon, D.G. (2013). Organizational Decline and Turnaround. Journal of Management, 39(5), pp.1277–1307. Turner, B.A. (1976). The Organizational and Interorganizational Development of Disasters. Administrative Science Quarterly, 21(3), p.378-379. Ung, L.-J., Brahmana, R.K. and Puah, C. (2018). Firm performance, retrenchment strategy and different ownership structure: evidence from public listed companies in Malaysia. The international journal of business science & applied management: IJBSAM, [online] 13(1). Available at: https://www.econbiz.de/Record/firm- performance-retrenchment-strategy-and-different-ownership-structure-evidence- from-public-listed-companies-in-malaysia-ung-lik-jing/10011965292 Uvah, I. (2005). Problems, challenges and prospects of strategic planning in Universities. Retrieved from www.stratplanuniversities. Pdf. Vancil, R.F. and Lorange, P. (1975). Strategic Planning in Diversified Companies. Harvard Business Review, (January-February), pp. 81-90. Veil, S.R. (2010). Mindful Learning in Crisis Management. Journal of Business Communication, 48(2), pp.116–147. Vinzant, J.C. and Vinzant, D.H. (1999). Strategic management spin‐offs of the Deming approach. Journal of Management History, 5(8), pp.516–531. Wandera, J.O., Sakwa, M.M. and Mugambi, F.M. (2017). Turnaround Strategies and Organizational Performance: A Study of Cause-Effect Relationship. International Journal of Recent Research in Commerce, Economics and Management, 4(4), pp.391–400. Warner, J.B., Watts, R.L. and Wruck, K.H. (1988). Stock prices and top management changes. Journal of Financial Economics, 20(1-2), pp.461–492 Wheatley, M.J. (1996). The unplanned organization. Noetic Sciences Review, Spring 1996(37), pp.16–23. Wheelen, T.L. and Hunger, J.D. (2002). Strategic management and business policy. Upper Saddle River, N.J.: Prentice Hall. Wheelen, T.L. and Hunger, J.D. (2008). Strategic management and business policy: concepts and cases. Upper Saddle River, N.J: Pearson. Winn, J. (1993). Performance Measures for Corporate Decline and Turnaround. Journal of General Management, 19(2), pp.48–63. Wrapp, H.E. (1967). Good managers don’t make policy decisions. Harvard Business Review, 45(5), pp.91–99. Wren, D.A. (2001). Henri Fayol as strategist: a nineteenth century corporate turnaround. Management Decision, 39(6), pp.475–487. Wright, M. (1985). Divestment and organizational adaptation. European Management Journal, 3(2), pp.85–93. Wruck, K.H. (1990). Financial distress, reorganization, and organizational efficiency. Journal of Financial Economics, 27(2), pp.419–444. Yıldız, S. and Karakaş, A. (2012). Defining Methods and Criteria for Measuring Business Performance: A Comparative Research Between the Literature in Turkey and Foreign. Procedia - Social and Behavioral Sciences, 58(12/10/2012), pp.1091– 1102. Yu, G. and Park, J. (2006). The effect of downsizing on the financial performance and employee productivity of Korean firms. International Journal of Manpower, 27(3), pp.230–250. Yulihasri, D., Johan, A.P., Handika, R.F. and Herri, D. (2018). A qualitative investigation on the successful turnaround strategy from top leader perspectives: Examples form Indonesia. Business: Theory and Practice, 19(2018), pp.114–122. Available at: https://doi.org/10.3846/btp.2018.12 Zhang, L. (2019). Research on the Relationship between Financial Correlation and Financing Constraints of Small and Medium Power Plants. IOP Conference Series: Materials Science and Engineering, 677, p.032102.