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To maximize their effectiveness, exit interviews should incorporate employee voice and be aligned with other HR processes. The purpose of this paper is to describe a three-step approach to the strategic use of exit interviews.

The current study synthesizes extant theory including that of employee voice to enhance the exit interview process. A qualitative study conducted within a large marketing research organization demonstrates how exit interviews that utilize employee voice can inform HR and organizational strategy.

Application of the proposed process to the case study revealed conditions, critical incidents, and cognitive processes underlying exit decisions for employees in several job categories. Qualitative exit information is used to describe corresponding employee withdrawal paths.

Use of the three-step exit interview process is expected to enhance HR decisions. Data gathered from the three-step process can be used by HR and organizational leaders to develop action plans as well as inform an organization’s strategic decisions.

An organizational example is presented in which insight into underlying causes of voluntary turnover are discovered through exit interviews. Exit interview information suggested interventions related to HR processes. Such targeted insights from exit interviews can greatly improve retention and enhance organizational effectiveness.

States that if the marketing community is to adopt the prescriptions of the relationship marketing school of thought, more knowledge and understanding of relationships is required. The base of knowledge is growing and there is now greater appreciation of the processes germane to healthy relationships, such as trust, satisfaction and commitment. Much less attention has been paid to the negative aspects such as relationship breakdown and ending. This paper addresses the neglected area of the ending of customer‐bank relationships or customer exit. Interviews were conducted with bank customers who had recently used the exit option. Content analysis of the customers’ stories was used to generate a model of the customer exit process. As reported here, the research took the perspective of the customer. This shows that customers end bank relationships after an involving process of problem(s), effort, emotion and evaluation. A discussion of the findings concludes that banks need to develop relationship management systems and skills.

In this chapter we investigate the role of family-specific factors in facilitating or constraining business exit in family firms. Family business literature seems to have an implicit bias toward continuity and persistence in the founder's business. This is explained by heavy emotional involvement and development of path-dependent core competences over generations. However, several long-lived family firms were able to successfully exit the founder's business. Exit allowed them to free significant strategic resources, which were later reinvested in exploiting novel entrepreneurial opportunities. Our aim is to investigate the process of exit from the founder's business in family firms, to explain both triggers and obstacles to decommitment and de-escalation. We address this issue through the study of the Italian Falck Group's exit from the steel industry in the 1990s, followed by successful startup of a renewable energy business. By carefully triangulating different data sources and different voices within and outside the controlling family, we develop a framework describing family-specific facilitators and inhibitors of business exit, and subsequent startup of a new business. Three types of family-specific factors emerge as relevant in shaping a family firm's likelihood and speed of exit from a failing business: family-related psychological triggers and obstacles to business exit; family-specific components of the structural de-escalation context; family responses to ensuing de-escalation and exit needs. The emerging framework offers a more nuanced interpretation of decommitment activities in family firms, pointing to the differential role family-specific factors may play as facilitators or inhibitors of business exit. We also suggest how these family-specific results may contribute to a deeper understanding of exit in nonfamily firms. Our results also have practical implications for family business entrepreneurial management. Actively managing the different determinants of exit choices that emerged from our study will set the stage for de-escalation from a failing course of action – a dynamic capability all family firms should learn and practice if they intend to transfer their entrepreneurial orientation to next generations.

The rapid evacuation of personnel in emergency situations is of great significance to the safety of pedestrians. In order to further improve the evacuation efficiency in emergency situations, this paper proposes a pedestrian evacuation model based on improved cellular automata based on microscopic features.

First, the space is divided into finer grids, so that a single pedestrian occupies multiple grids to show the microscopic behavior between pedestrians. Second, to simulate the velocity of pedestrian movement under different personnel density, a dynamic grid velocity model is designed to establish a linear correspondence relationship with the density of people in the surrounding environment. Finally, the pedestrian dynamic exit selection mechanism is established to simulate the pedestrian dynamic exit selection process.

The proposed method is applied to single-exit space evacuation, multi-exit space evacuation, and space evacuation with obstacles, respectively. Average speed and personnel evacuation decisions are analyzed in specific applications. The method proposed in this paper can provide the optimal evacuation plan for pedestrians in multiple exit and obstacle environments.

In fire and emergency situations, the method proposed in this paper can provide a more effective evacuation strategy for pedestrians. The method proposed in this paper can quickly get pedestrians out of the dangerous area and provide a certain reference value for the stable development of society.

This paper proposes a cellular automata pedestrian evacuation method based on a fine grid velocity model. This method can more realistically simulate the microscopic behavior of pedestrians. The proposed model increases the speed of pedestrian movement, allowing pedestrians to dynamically adjust the speed according to the specific situation.

The study aims to investigate whether the perceived problems in exiting a business—as well as the scope of and access to external support—may impact an entrepreneur's decision regarding the exit strategy, that is, the choice between the stewardship and harvest exit strategy.

The authors have collected data from 302 entrepreneurs using a novel survey instrument and subjected the sample to structural equation modeling (SEM) and ordered logit regressions.

The results reveal that potential difficulties in implementing an exit strategy, the scope of external support anticipated by the exiting entrepreneur and access to such support influence the potential choice of an exit strategy. Furthermore, the findings indicate that the stewardship exit strategy is preferred over the harvest exit strategy by entrepreneurs who face potential difficulties in obtaining external support or foresee problems related to a potential exit strategy.

This study provides new insights into an entrepreneur's exit phenomenon by adding new elements, such as perceived problems involved in exiting a business as well as the scope of and access to external support, to the list of factors that may affect the choice of an exit strategy.

The purpose of this paper is to present an overview of trends toward start-up exits. Exits represent the “end phase” of the start-up process, at least for the founders and the early investors. For high-growth venture-capital-backed companies, exits are often considered the ultimate goal of building a profitable venture. These ventures are intended from the beginning to harvest the financial value created by the business at some point in the future, and return capital to early investors.

The authors tracked 5,744 merger and acquisition transactions that have occurred between European and US tech start-ups since 2012. Data are drawn from CrunchBase, the most comprehensive database of high-tech companies and investors with information on the companies and investors around the world. The authors then compared the trends of acquisitions between European and US companies.

Results show that US companies are far more inclined to make acquisitions than European ones. Acquirers of start-ups, both from Europe and the US, prefer to buy local companies. However, recently, US companies have started to show more interest in European start-ups. Thus, signaling that the European start-up ecosystem is growing and becoming more attractive for US buyers. Furthermore, results show that start-up exits typically happen within a few years after a company’s establishment.

The research does not take into consideration the price of the transaction, or the amount of capital invested by venture capitalists in the high-tech start-ups that have been acquired. Further research should address this specific problem by helping European start-ups understand how to plan the exit phase within few years from establishment.

The results have important implications both for entrepreneurs/managers and policymakers. Early exit appears to be a global trend among start-ups. This suggests that the exit phase should be properly planned to happen in the very early stage of the start-up process. On the other hand, the research also shows that there is still a gap to be filled in the European start-up ecosystems’ ability to produce exits and create new large innovative companies (the so-called “unicorns”).

To date, there has been a little research about exits for young high-tech ventures. This paper will attempt to shed new light on this so far under-explored issue by specifically analyzing exits as financial strategy for investors and entrepreneurs.

This paper aims to carry out an in‐depth exploration of early retirement processes from a psychosocial perspective, identifying factors that play a relevant role in decisions for leaving work as well as variables involved in retirement adjustment and possible outcomes for retirees.

Qualitative data from nine focus groups – made up of a total of 78 Spanish early retirees from different sectors of activity (industry, bank/financial services and telecommunications) – were codified and analyzed using the ATLAS.ti 5 program.

The study highlights the relevance of how organizational exit is carried out (voluntariness, perception of justice, etc.) in relation to the adjustment to retirement. The degree to which the labor market exit implies different types of rupture (psychological contract, identity, professional and personal objectives, way of life, etc.) conditions the adaptation to post‐working life. The importance of social support during the transition process from work to early retirement is pointed out.

The study is an initial exploratory approach to the early retirement experience in Spain. Although the sample is not representative, the use of qualitative methods allows for the identification of relevant variables to include in future research. Results should be complemented by means of triangulation method, involving contrast between qualitative and quantitative strategies.

Organizational HRM policies should aim to promote a smoother early exit as well as guarantee “fair play” during the process. Concerning adjustment to early retirement, psychosocial programs aiming to improve coping strategies are needed.

The paper presents a systematic overview of early retirees' discourse, analyzing the role of different variables involved in the transition process from work to early retirement.

According to previous research, exit interviews do not fulfil the purpose of generating useful feedback from parting employees. According to signaling theory, they might, however, serve a different purpose: to leave one last good impression on parting employees, and the aim of this study was to test this.

A survey was administered to a sample of 164 German employees.

Consistent with arguments based on signaling theory, those who experienced an exit interview reported more residual affective commitment toward their former employer and less willingness to complain about it, and these effects were mediated by interpersonal fairness perceptions. In addition, the probability of having an exit interview was found to depend on the resignation style of employees.

This new perspective on exit interviews can renew the interest in studying how organizations manage the offboarding process.

This study advises employers to conduct “exit conversations” (as two-way interactions rather than one-way interviews) and to carefully plan the exit phase.

To the best of the authors’ knowledge, this is the first study that proposes a signaling theory perspective of exit interviews and that links exit interviews with the literature on resignation styles.

The purpose is to examine the relationship between entrepreneurs’ exit strategies and modes of entry. The topic of exit strategies in the context of approaching retirement warrants further attention.

We apply logistic regression to analyse 1,192 responses to an online survey of firms with entrepreneurs aged over 55.

Family successors are more likely to choose family succession and buyers to choose to sell, but the association between founding and exit mode cannot be confirmed. Firm size is also significant. Our findings suggest that entry and exit via a business transfer are linked. Entrepreneurs might be influenced by their form of entry when choosing their exit strategy.

The data were collected from a single European country, limiting generalisation. Future research should incorporate intervening variables not controlled for here, such as, entrepreneurial experience. Future studies should also seek to test the existence of imprinting directly, as it is implied rather than verified here.

If the entry mode has a lasting effect on the entrepreneur as our results suggest, thus influencing the exit strategy selected, entrepreneurs could benefit from greater awareness of the imprinting mechanism. Increasing awareness of imprinted biases could unlock the benefits of exit strategies previously overlooked.

The study is the first to consider sale, family succession and liquidation as exit strategies in relation to the original entry mode of ageing owners. It contributes to the understanding of exit strategies of ageing entrepreneurs and proposes using entrepreneurial learning and imprinting as lenses to clarify the phenomenon.

This study aims to untangle how perceived barriers provoke entrepreneurial exit intentions during an entrepreneurial engagement. Drawing on the social cognitive theory (SCT), the study also theorizes the mediating role of self-efficacy and moderating effects of the nature of entrepreneurship activity (regular versus sustainable entrepreneurship) on the barriers–exit relationship.

The survey data were collected from 302 entrepreneurs in the UK in two waves using a time-lagged method and analyzed through the structural equation modeling technique

The results indicate that perceived barriers positively related to entrepreneurial exit intentions, whereas self-efficacy served as an effective intervening mechanism to untangle the barriers–exit relationship. In addition, consistent support was found for the moderating role of the nature of entrepreneurship activity for the hypothesized relationships.

The investigation unfolds that perceived barriers lead entrepreneurs to stimulate exit intentions. Therefore, it is recommended that all the stakeholders, including government, industries and academia, must collaborate and provide a favorable institutional environment where sustainable entrepreneurship can thrive and nourish.

Unlike studies that exhibited perceived barriers as an inhibitor to entrepreneurial intentions, the study theorizes the relevance of perceived barriers during entrepreneurial engagement and demonstrates how it determines entrepreneurial exit intentions. The study also comprehends the exiting knowledge by underpinning the SCT construct self-efficacy as an intervening factor in explaining the barriers–exit relationship.