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The purpose of this research is to determine the firms, innovations in the cases that have successfully overcome a decline and also to assess whether these innovations can be considered as business model innovations.

In this paper, the data was collected from analyzing four case studies in different businesses through semistructured interviews with relevant internal experts.

The findings revealed that the innovation that had been taken was related to the constructs of their existing business model. Therefore, the business model innovation functions as a critical practice of turnaround strategy in the decline period.

The article provides the most important business model constructs in each business through which the related firm could overcome a decline in their life cycle. Since this paper has been studied in different unrelated businesses and due to the qualitative research nature, generalization cannot be ensured.

From the practical and managerial point of view, this article is useful as it defines the most important business model components in each industry and based on it, the similar companies can do innovation in their business model. It also helps the related companies in the same industry to develop and design their specific turnaround strategies.

So far, rare research has seen business model innovation as a turnaround strategy, and it can be claimed that till now, no research has been conducted in Iran in this context. Therefore, the business practitioners can employ innovation on the components of their existing business model to overcome a decline.

This article considers the nature and role of leadership in three ideal types of public management innovation: politically‐led responses to crises, organizational turnarounds engineered by newly‐appointed agency heads, and bottom‐up innovations initiated by front‐line public servants and middle managers. Quantitative results from public sector innovation awards indicate that bottom‐up innovation occurs much more frequently than conventional wisdom would indicate. Effective political leadership in a crisis requires decision making that employs a wide search for information, broad consultation, and skeptical examination of a wide range of options. Successful leadership of a turnaround requires an agency head to regain political confidence, reach out to stakeholders and clients, and to convince dispirited staff that change is possible and that their efforts to do better will be supported. Political leaders and agency heads can create a supportive climate for bottom‐up innovation by consulting staff, instituting formal awards and informal recognition for innovators, promoting innovators, protecting innovators from control‐oriented central agencies, and publicly championing bottom‐up innovations that have proven successful and have popular appeal.

The purpose of this paper is to report on a research study aimed at comparing the causes of organisational decline and turnaround strategies involved in cases of successful and unsuccessful turnarounds, with a view to identifying the differences, if any, between the two groups, which in turn is expected to provide useful information to academics, practitioners and policy makers.

Since turnaround is a business phenomenon of general interest, their stories are often published in business periodicals, which are a rich source of data on them. In order to tap this data source, the present paper employed a method of content analysis for the proposed investigation on the cause of organisational decline and turnaround strategies used. In order to quantify the data, a three-point scale was developed, where the presence of a cause/strategy is rated as “3”, its ambivalence as “2” and its absence as “1”, whose validity was assessed through the inter-rater agreement indices. The data thus generated are amenable to statistical analyses, using which the more commonly prevalent causes of organisational decline and the strategies commonly employed for turnaround by the successful and unsuccessful companies are identified.

The findings of the present study have generated a few useful insights. First, the primary causes for organisational decline are the internal weaknesses of the organisation; in fact the external changes can adversely affect the organisation only if it is internally weak. Second, organisational decline caused by multiple factors (which is usually the case) can be managed effectively by adopting a variety of strategies; hence a single-pronged strategy is often found to be ineffective. Third, the more successful turnarounds had a diverse portfolio of strategies including those of institution-building, often employed in a phased manner, consistent with the stage theories of turnaround.

The limitations of this research arise mainly from the generation of data from published sources and the consequent biases, which can be managed, to a large extent, by using multiple sources for the same case for reducing the publishers’ biases as well as by having multiple raters for identifying the researcher’s biases, if any.

The study has highlighted the need for addressing the internal causes of organisational decline on a priority-basis rather than blaming the external factors, besides pointing to the need for adopting a variety of strategies for dealing with the diversity of causes affecting the organisation’s health, particularly the need for institutionalising the changes. These findings can be of help especially to turnaround managers and policy-makers in dealing with organisational decline and thus contribute to the creation and enhancement of economic value.

Despite the recent increase in scholarly interest on organizational decline, the theoretical and empirical inquiry into this topic remains largely disintegrated. Therefore, leaders in corporate settings who are confronted with critical strategic management challenges are ill equipped for orchestrating successful turnaround attempts to secure the revival of their organizations. The purpose of this paper is to bridge this gap in the organizational decline literature.

In this paper, the authors undertake a systematic review of the specialized literature with the purpose of providing an updated account of the extant knowledge base and assisting top managers in their efforts of corporate recovery.

Drawing upon the insights from a number of prior literature reviews and the evidence provided in the sampled studies, this research framework offers an in-depth discussion of major antecedents, consequences and moderators of organizational decline.

The authors seek to make a discerned contribution to the field by advancing a multi-domain agenda for future research that may animate the continuous debate on the most effective strategies and leadership practices for surviving firm decline.

The purpose of this paper is to determine how family and business priorities influence organisational decline and turnaround in a family business.

Following critical realism as philosophical orientation, this research is based on an exploratory single case study.

This research identified specific socioemotional wealth priorities driving this organisation decline and turnaround. The study also determined how the family and business dynamic leads to decisions that first trigger the organisational decline and then explain the successful implementation of turnaround strategies.

Findings of this research provide limited and contingent theoretical generalisation. Accordingly, replication and further quantitative research is required for a better understanding of this phenomenon.

Managers can benefit from this paper by noting which behaviour could lead to organisational decline and which factors could lead to a turnaround. Similarly, managers can learn about the importance of the alignment of socioemotional wealth priorities as a critical response factor to determine whether to follow exit strategies or turnaround (succession) actions.

The study contributes to the organisational decline literature and family business literature. It advances the understanding of how family businesses should balance family and business priorities to avoid organisational decline and identify strategies successfully implemented for turning around.

El objetivo de este artículo es determinar cómo las prioridades familiares y del negocio influyen sobre la declinación y recuperación organizacional en una empresa familiar.

Se usa investigación cualitativa basada en caso único de estudio y realismo crítico como orientación filosófica.

Esta investigación identifica prioridades socioemocionales específicas que explican la declinación y recuperación organizacional de una empresa familiar. Se determina como la dinámica familiar y empresarial lleva a tomar decisiones que primero desencadenan declinación organizacional y luego explican la implementación exitosa de estrategias para la recuperación organizacional de la empresa en cuestión.

Los resultados dan soporte a una generalización teórica y contingente. En consecuencia, se requiere replicación y más investigación cuantitativa para una mejor comprensión de este fenómeno.

los gerentes pueden beneficiarse de este artículo al identificar qué comportamiento podría conducir a la declinación de la organización y qué factores podrían conducir a su recuperación. Del mismo modo, los gerentes pueden aprender sobre como alinear prioridades socioemocionales y hacer de esto un factor crítico en la definición sobre implementar estrategias para continuar (sucesión) o dejar el negocio.

El estudio contribuye a la literatura sobre declinación organizacional y también a la literatura sobre Empresas Familiares. Avanza en la comprensión de cómo las empresas familiares deben equilibrar las prioridades familiares y del negocio para evitar el declive de la organización y da luces sobre estrategias implementadas con éxito en la recuperación organizacional de una empresa familiar.

The purpose of this paper is to explain to managers of small and medium enterprises (SMEs) and other professionals why they need to connect innovation and value creation in their decision-making processes when dealing with new or existing products.

Innovation and value creation are interconnected and you cannot have one without the other. However, to appreciate that interconnection, one needs to understand the form that value can take in products, the tangible form and the intangible. This understanding helps explain how culture and esteem affect product value, as well as how innovation happens in the technological field and in the cultural field.

Value and innovation are intrinsically connected and this should not be overlooked in any quest for new solutions. SMEs should pay more attention when developing innovation activities to ensure that they have the most suitable organizational structures and resources.

This paper clearly demonstrates the relationship between innovation and value creation.

This paper aims to investigate the role of resource orchestration in turnaround attempts following the organizational decline in the context of an emerging economy.

Multicase study of three Brazilian textile firms, following their trajectory from 1997 to 2009. We did a “historical reconstruction using the methodology” proposed by Mintzberg and McHugh (1985) to guide our data collection and analysis procedures. The methodology is geared towards the study of the evolution of organizations over a past period, wherein the researcher reconstructs the events after they have occurred, having developed them from documentary analysis and oral history.

The results indicate that resource orchestration is a critical capability for ensuring the coordinated implementation of operational and strategic actions in a turnaround. Moreover, in a context involving severe environmental jolts, the conservation of organizational slack appears to influence the effectiveness of resource orchestration and explains the different outcomes the firms in this study achieved in their turnaround attempts.

This paper may be useful to practitioners involved in turnarounds, helping them evaluate the consequences of decisions involving the acquisition, reconfiguration, bundling and divestment of firm resources.

Besides contributing to the advancement of theory-informed research on decline and turnaround, this paper may be useful to practitioners involved in turnarounds, when they consider the consequences of decisions involving firm resources.

This paper helps advance theory-informed research on decline and turnaround in developing economies, helping address a gap in the extant literature, primarily focused on firms in developed countries.

Investigar, en el contexto de una economía emergente, el papel de la orquestación de recursos en los intentos de recuperación después del declive organizacional`.

Estudio multicaso de tres empresas textiles brasileñas siguiendo su trayectoria desde 1997 hasta 2009. Hicimos una “reconstrucción histórica utilizando la metodología” propuesta por Mintzberg y McHugh (1985) para guiar nuestra recopilación de datos y procedimientos de análisis. La metodología está orientada hacia el estudio de la evolución de organizaciones en un período pasado, en el que el investigador reconstruye los eventos después de que han ocurrido, habiéndolos desarrollado a partir del análisis documental y la historia oral.

Nuestros resultados indican que la orquestación de recursos es una capacidad crítica para garantizar la implementación coordinada de acciones operativas y estratégicas en un processo de recuperación. Adicionalmente, en un contexto que implica impactos ambientales significativos, mantener la holgura organizacional parece influir sobre la eficacia de la orquestación de recursos y explica la diferencia de los resultados que las empresas encuestadas alcanzaron en sus tentativas de recuperación.

Este artículo puede ser útil para los profesionales implicados en procesos de recuperación, ayudándoles a evaluar las consecuencias de las decisiones que implican la adquisición, reconfiguración, agrupación y desecho de recursos de la empresa.

Este estudio contribuye al avance de la investigación de base teórica sobre declive y recuperación en economías en desarrollo, ayudando a eliminar una laguna en la literatura existente, la cual se a centrado principalmente en empresas en países desarrollados.

Investigar o papel da orquestração de recursos nas tentativas de turnaround após o declínio organizacional, no contexto de uma economia emergente.

Estudo multicaso de três empresas têxteis brasileiras, seguindo sua trajetória de 1997 até 2009. Fizemos uma “reconstrução histórica usando o metodologia” proposta por Mintzberg e McHugh (1985) para guiar nossa coleta de dados e procedimentos de análise. A metodologia é voltada para o estudo da evolução de organizaçöes ao longo de um período passado, em que o pesquisador reconstrói os eventos após ocorreram, tendo-os desenvolvido a partir da análise documental e da história oral.

Nossos resultados indicam que a orquestração de recursos é uma capacidade crítica para garantir a implementação coordenada de ações operacionais e estratégicas num turnaround. Adicionalmente, num contexto envolvendo choques ambientais significativos, a preservação da folga organizacional parece influenciar a eficácia da orquestração de recursos e explicar a diferença dos resultados que as empresas pesquisadas alcançaram nas suas tentativas de turnaround.

Este artigo pode ser útil para profissionais envolvidos em turnarounds, ajudando-os a avaliar as consequências de decisões envolvendo a aquisição, reconfiguração, agrupamento e descarte de recursos da empresa.

Este estudo contribui para o avanço da pesquisa de base teórica sobre declínio e turnaround em economias em desenvolvimento, ajudando a eliminar uma lacuna na literatura existente, focada principalmente em empresas em países desenvolvidos.

Since the Great Financial Crisis (GFC), the shocks are getting deeper and deeper on the economy, sectors and companies. In these years, turnaround strategies have evolved and contribute to improving the agility and audacity of managers. This article studies the change in the research agenda and in the academic discourse as systemic disruptions become widespread and provides evidence on collaboration networks and publication opportunities.

This research uses a comparative bibliometric analysis to understand the changes in the academic debate as of 2008. The core collection of Web of Science (WoS) is used and 198 articles on turnaround strategies published in journals indexed in Journal Citation Reports® (JCR) – Social Sciences Citation Index (SSCI) in areas like business, management, economics and finance during 1965–2022.

This research reveals an important intertemporal evolution between periods, both in the collaborative networks of researchers and in the journals that dominate the impact discourse. In addition, it provides evidence of the change in academic discourse, through the evolution of the topics of interest after the GFC. The results suggest publication opportunities around gaps not yet closed by the academic literature.

This article allows researchers to be guided in identifying gaps that have not yet been closed. In addition, this research has important managerial implications, since it guides and advises journal editors on new emerging issues.

This document offers a global vision on the subject of study and an understanding of the development of the discourse of the academy.

This case aims to describe the practices of Salesforce.com, one of the most successful examples of a company transitioning from traditional management to radical management.

The article explores the factors that made the implementation successful and identifies the pitfalls that were avoided. Salesforce.com provides on‐demand services for customer‐relationship management.

Salesforce.com has had more spectacular results than most other companies that have adopted the radical management principles of Scrum.

Over the past five years Salesforce.com has delivered a 41 percent annual return to shareholders. This extraordinary performance – in fact, an example of an innovation turnaround – occurred after the firm instituted a set of radical practices that make it a model for business seeking to grow though continuous innovation.

The leadership at Salesforce.com saw that if a radically different approach to management were to be introduced in one part of the organization, there would be a tension at the interface between the part of the company still doing traditional management and the part managing work in the new way. So they opted to go all out with change right across the whole organization.

What made Salesforce.com different is that when it innovativeness was threatened it adopted a radically different way of managing work. It implemented a set of agile, customer‐driven, outcome‐oriented, iterative management practices known in software development as Scrum.

This paper aims to address risks inherent in business model innovation. The authors make the case that entrepreneurs and managers, in relying on sources of innovation when designing business models, need to pay heed to these hidden risks – or tripwires – that can prevent the venture from efficiently, effectively and profitably scaling. The authors provide a guiding framework to help entrepreneurs and managers identify four distinct tripwires in their business model underlying the sources of innovation.

The authors build a systematic framework of the four tripwires – structure, scaling, systems and strategy – underlying offer-driven, customer-driven, finance-driven and resource-driven business model innovations. By relying on academic research, the authors’ scholarly work on organizational decline, innovation and corporate turnaround and the authors combined experiences and observations in industry, this study makes explicit and highlights problem areas in the business model, providing examples of representative companies to illustrate the challenges and consequences of failing to identify and manage its tripwires.

The authors demonstrate that awareness and attention to the tripwires underlying sources of innovation can mitigate a business model’s future challenges. Business model innovations can and often do conceal hazards that become apparent only as a venture begins to grow. As such, it is essential that entrepreneurs and managers attend to these potential problem areas in the early stages of designing their business models. In bringing awareness to innovation-related tripwires, the authors offer a risk-management “patch” for managers and entrepreneurs when developing their business models.

Business model innovation is a powerful tool to help in identifying growth opportunities. Yet in launching, scaling or transforming their business models, entrepreneurs and managers can encounter unforeseen challenges. While sources of innovation in the business model prioritize the discovery of growth opportunities, this has often come at the expense of the potential risks underlying them. The authors provide a means to identify four distinct tripwires that may be triggered when implementing business model innovations.