Stages in the turnaround process: The Case of IBM UK

Balgobin, Rolf and Pandit, Naresh R. (2001) Stages in the turnaround process: The Case of IBM UK. European Management Journal, 19 (3). pp. 301-316. ISSN 0263-2373

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Abstract

Whilst research on the content of successful turnaround strategies (‘what to do’) is common, research on the process by which such strategies are implemented (‘how to do it’) is rare. This paper attempts to redress this imbalance by developing a turnaround stages framework and then testing this framework against the case of IBM UK which experienced a now celebrated turnaround over the period 1988–1997. The framework proposes that successful turnarounds follow a generic five stage sequence characterised by performance decline that leads to a period of crisis which triggers radical change. The specifics of this radical change are embodied in a formal turnaround plan that, at an abstract level, and in a manner of taking one step back in order to take two steps forward, involves firstly emphasising retrenchment to achieve stability and subsequently shifting the emphasis towards profitable growth. When tested against the case of IBM UK, the framework is found to be robust and stable.

Item Type:	Article
Faculty \ School:	Faculty of Social Sciences > Norwich Business School
UEA Research Groups:	Faculty of Social Sciences > Research Groups > Marketing, Entrepreneurship and Business Strategy (former - to 2019) Faculty of Social Sciences > Research Groups > Strategy and Entrepreneurship Faculty of Social Sciences > Research Groups > Marketing
Depositing User:	Naresh Pandit
Date Deposited:	08 Apr 2011 08:42
Last Modified:	23 Oct 2022 20:31
URI:	https://ueaeprints.uea.ac.uk/id/eprint/28555
DOI:	10.1016/S0263-2373(01)00027-5

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