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Although scholars in strategic management have identified innovating and exit as firms’ two sequential strategic responses to long-run crisis, the potential interdependency has yet remained implicit. Specifically, in the context of Chinese Privately Owned Enterprises (POEs), this study investigates the interrelationship of these two strategic responses during long-run crisis. Building on resource redeployment perspective, the authors propose that firms tend to simultaneously leverage innovating and exit responses.

The authors use the data from the 2010 Chinese POEs survey to verify how firms in the long-term crisis made strategic responses after the 2008 financial crisis. Besides, the authors utilize Probit regressions as the basic analysis and further employ bivariate Probit regressions to conduct robustness tests.

This study provides empirical evidence confirming that firms in the long-run period of the crisis tend to adopt both exit and innovating strategies at the same time, that is, the strategy of resource redeployment. Moreover, this study further finds that government subsidies, the degree of marketization and firm’s organizational capability could all accentuate the decision-making of firms’ resource redeployment.

The authors thus contribute to the study of strategic responses to crisis in strategic management by dynamically find out the interdependency of two responses and enrich the research on resource redeployment perspective by identifying three influential positive antecedents, adding to the ongoing investigation on positive drivers of resource redeployment.

Courts and tribunals seem to have little knowledge about what factors make re-employment practicable. This paper aims to demonstrate that the re-employment/redeployment of whistleblowers may well be “successful” in a wide range of circumstances.

Interviewees were identified via a direct call to organisations involved in advising or representing whistleblowers. Covid restrictions at the time (March–April 2021) prevented case study interviews being conducted in person, so Zoom interviews were carried out.

The “success” of re-employment/ redeployment was associated with the following factors: the individual returned to the same job with a different boss or at a different location; the concern raised was dealt with; there had been judicial involvement by way of mediation and/or adjudication; that lawyers were used as representatives; that most returnees were not financially worse off; that the individual had the support of family, friends and colleagues and were willing to get the press or other media involved.

As the findings are based on 11 interviews arising from snowball sampling, it goes without saying that they cannot be considered representative, and more extensive research is needed to check their validity. It should also be noted that the positive views expressed about re-employment/redeployment may reflect the fact that those who had more negative experiences of returning to work were less likely to volunteer to be interviewed. The author believes that this research demonstrates that a phenomenological approach can provide important insights into the highly complex nature of both retaliation for whistleblowing and any re-employment/ redeployment that ensures.

That factors could be identified, which might be associated with “successful” re-employment/ redeployment, has implications for both legal and human resource practitioners and perhaps for a wider society that believes those who suffer a wrong should have a say in the remedy that they are afforded.

To the author’s knowledge, almost no research has been carried out into the experiences of whistleblowers who have been reemployed/redeployed following retaliation for raising concerns.

This study aims to examine the country‐of‐origin's impact on consumer purchase behavior post‐acquisition, especially when the acquirer‐dominant business is afflicted by a low country‐of‐origin image and the acquired business enjoys a high country‐of‐origin image. This study also aims to examine brand redeployment strategy impacts on consumer purchase intentions.

Data are collected from an online questionnaire in Taiwan. A total of 325 usable questionnaires are returned. Data analysis is conducted using regress analysis and ANOVA.

These results indicate that general country attributes and general product attributes have a positive effect on purchase intentions. In addition, general product attributes play a mediating role between general country attributes and purchase intentions. These results further show that target‐dominant redeployment strategy is the most powerful to purchase intentions. A company which wants to use M&A to increase market share must seriously consider general country attributes, general product attributes and brand redeployment strategy because these three constructs affect purchase intentions, and consequently maintain consumer loyalty and attract new customers.

There were seldom studies which investigated country‐of‐image effect and M&A from marketing perspective. The major contributions of the study were investigating consumers' perception of the effects on country‐of‐origin image and the redeployment strategy on an acquired brand.

This research examines consumer assessments of brand value derived from the redeployment of brand-related assets following a crossborder acquisition (CBA). The current study synthesizes research on international marketing standardization/adaptation to the context of crossborder horizontal acquisitions as the market entry strategy to investigate consumer evaluations of the postacquisition choice of brand name and brand positioning.

A pretest and two studies were conducted in Taiwan to empirically examine effects from the theory-driven model of product legitimacy (PL) on an entity's postacquisition brand value, as well as any moderating effects of consumer localism.

Postacquisition brands were evaluated more positively when positioned in a manner that was in accordance with perceived PL. Consumer localism as another contingency factor reflected consumers' favorable attitude toward marketing adaptation following CBAs.

This article is a pioneering work to draw on the consumer perspective to investigate asset redeployments between the acquirer and target following a crossborder horizontal acquisition. Specifically, this research introduces PL as a contingency factor to examine consumers' evaluation of brand value, which is derived from the redeployment of brand name and brand positioning in the context of a developed-country firm's acquisition of an advanced emerging-market firm for entry into the market.

The aim of the paper is to demonstrate and explain the importance of redeployment as a HRM policy. The literature and empirical work on labour flexibility identifies three types of labour flexibility. The principal writers associated with this approach claim that the numerical/functional/financial distinction is one which explains virtually all the important dimensions of innovation in manpower management in Britain in recent years. (Atkinson 1985(b), p. 26). This paper will suggest that there is a fourth type of labour flexibility, that is redeployment which is defined as spatial or geographical flexibility or flexibility of place. Redeployment is ignored in the HRM and labour flexibility literature, but the empirical results reported in this paper suggest that it is both widespread and seen by many managers as an essential link between their HRM policies and their competitive strategies.

Describes the background to – and some of the design issues raised by – the BT Redeployment Development Centre project. Both the ethical considerations of shared feedback and benefits to the participants are examined in a change management context. Highlights some possible pitfalls for potential designers of such events.

Describes a groundbreaking approach to career management and outplacement adopted by Prudential UK and Fairplace when a new strategy meant that up to 20 percent of the Prudential UK workforce would be laid off or redeployed over two years.

Uses information gained from interviews with Prudential UK and Fairplace. Presents case studies of two employees who were affected.

Shows that the program, winner of the effectiveness prize in the most recent Association of Career Firms International annual awards, helped to ensure that nine out of ten leavers in the first two years of the program were successfully found other work within eight to 16 weeks, and that 300 employees were redeployed to new roles within Prudential. Estimates that Prudential UK saved a seven‐figure sum in reduced redundancy and recruitment costs over the two‐year period. Demonstrates that the program was recognized as making a significant contribution to the year‐on‐year improvement in Prudential's employee satisfaction rating, and that feedback from employees, unions and senior management has been consistently excellent.

Contains plenty to interest any company faced with implementing a new strategy that will lead to large‐scale lay‐offs or redeployment.

Presents the inside story of industry‐leading work in the areas of redundancy and redeployment.

Continental Group's brief epic bout of restructuring did not deter a takeover. Diverse views of the complex story are presented: First, the analysis of the corporation's planning consultant, Mike Davidson; the CEO makes his case to a forum of security analysts; and analysts and the financial press render their judgment.

The purpose of this paper is to focus on emerging market companies that internationalize into advanced economies by means of acquisitions and to investigate brand management during post-acquisition integration from a multi-level perspective and to identify how a brand management strategy can be constructed. It takes into account the influences of country-of-origin image, corporate brand and brand portfolio to obtain a granular view of post-acquisition brand management.

A multiple case study approach was adopted. By using case studies and storytelling qualitative research methods, the empirical setting was related to the acquisitions undertaken by Chinese companies in Germany.

The authors identified three mechanisms for brand management in the post-acquisition integration of emerging market companies – namely, transferring, dynamically redeploying and categorizing – that underpin the interconnection and combined influence of country-of-origin image at the national level, corporate brand at the organizational level and brand portfolio at the product level.

Brand has been viewed as a strategic asset in Chinese cross-border mergers and acquisitions (M&As). Brand management is a dynamic process that involves learning and interaction between the acquirer and target. The research offers a practical guideline for both acquirers and targets in managing brand in the context of acquisitions undertaken by emerging market companies in advanced economies.

The findings provide important insights into the brand management strategies adopted in Chinese cross-border M&As in particular, and emerging market companies venturing into advanced economies in general. The interlinking of country, company and product levels introduces new ideas to the brand literature related to acquisitions, and the setting of Chinese companies acquiring German ones constitutes an important contribution to the understanding of the different ways in which companies from emerging economies may pursue branding strategies in the context of cross-border M&As.

In the context of a merger, the management of corporate identity – in particular of corporate names and logos – assumes a critical role. This paper aims to explore how name and logo design characteristics, and specifically figurativeness, influence consumer preferences in the context of a brand merger, in the banking sector.

This study develops a typology of the alternative corporate identity structures that may be assumed in the context of a brand merger by drawing on a literature review and secondary data, as well as an exploratory study analyzing consumers' preferences regarding alternative branding strategies.

The results suggest that there is a clear preference for figurative logos. Furthermore, there is evidence that logos may be as important as the company name in a merger situation, in terms of assuring consumers that there remains a connection to the brand's past. The data show that the logo chosen by consumers reflects their aesthetic responses, whereas the selected name reflects their evaluation of the brand's offers or its presence in the market.

The paper uses an innovative research design which gives respondents freedom to choose their preferred solution; hence, the richness of the results is enhanced. The results should guide managers in their evaluation and choices regarding post‐merger branding strategies.