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Article
Publication date: 9 August 2011

Thomas Lawton, Tazeeb Rajwani and Conor O'Kane

This paper aims to illustrate how legacy airlines can reorientate to achieve sharp recoveries in performance following prolonged periods of stagnation, decline and eroding…

Abstract

Purpose

This paper aims to illustrate how legacy airlines can reorientate to achieve sharp recoveries in performance following prolonged periods of stagnation, decline and eroding competitiveness.

Design/methodology/approach

The authors use a qualitative analysis of five longitudinal case studies of legacy airlines that embarked on strategic change between 1997 and 2006. Data collection spanned ten years and included archival data, public documents, news clippings, accounts in specialist books and internal company documentation.

Findings

The paper identifies two distinct approaches for reorientation in the legacy airline industry. Companies that have fallen behind and are in risk of failure focus on regaining customer trust and loyalty, and restructuring route networks, business processes and costs in an “improvement and innovation” reorienting approach. Underperforming airlines, for whom growth has declined in traditional markets and who note that opportunities exist elsewhere, focus on product and service development and geographical growth in an “extension and expansion” reorienting approach.

Practical implications

The paper develops a framework for successful reorientation in the legacy airline industry. This framework encourages executives to focus on and leverage profit maximization, quality, leadership, alliance networks, regional consolidation and staff development during periods of strategy formulation and reorientation.

Originality/value

This research addresses the dearth of understanding and attention afforded to the concept of reorientation in the literature on strategic turnaround. The research also serves to emphasize the presence and importance of reorientation as a strategy of change within the legacy airline industry. Furthermore, in demonstrating how this strategy can be implemented in a sharp‐bending or performance improvement context, this study illustrates how reorientation is intertwined with the broader turnaround process.

Details

Journal of Strategy and Management, vol. 4 no. 3
Type: Research Article
ISSN: 1755-425X

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Article
Publication date: 4 July 2016

Shuaijiao Bai, Henrique Duarte and Dong Guo

The purpose of this paper is to convey how the transition to market-based orientations by state-owned enterprises (SOEs), particularly the military sector, represents a…

Abstract

Purpose

The purpose of this paper is to convey how the transition to market-based orientations by state-owned enterprises (SOEs), particularly the military sector, represents a coevolutionary process between business and regulatory institutions that has an impact on both the military and civilian markets.

Design/methodology/approach

The authors conducted a longitudinal case study of a military SOE, the Aosheng Group, between 1951 and 2012 to understand the dynamics between institutions and organizations. A comparative analysis between the main stages of evolution was completed, and conclusions about the main patterns of organizational and institutional change were reached.

Findings

The study reports evidence on the coevolutionary nature of change in big SOEs in China, demonstrating how institutional changes are bigger drivers in promoting reorientations than are market pressures. Within the framework of punctuated equilibrium theory, the determining role that managers may play in leading and implementing organizational reorientations is emphasized.

Research limitations/implications

A triangulated methodology was employed to analyse a long period; however, its application to just a single case might be questioned in terms of generalizing any of the findings.

Originality/value

The longitudinal perspective applied in this case study contributes to critical questioning as to how Chinese agencies define forms of control and the goals for SOEs under their jurisdiction and the importance of allowing managerial discretion to the assigned managers.

Details

Journal of Organizational Change Management, vol. 29 no. 4
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 18 October 2018

Xiaoming Tian and Pingchuan Dong

In petroleum industry, hydraulic fracturing is essential to enhance oil productivity. The hydraulic fractures are usually generated in the process of hydraulic fracturing…

Abstract

Purpose

In petroleum industry, hydraulic fracturing is essential to enhance oil productivity. The hydraulic fractures are usually generated in the process of hydraulic fracturing. Although some mathematical models were proposed to analyze the well-flow behavior of conventional fracture, there are few models to depict unconventional fracture like reorientation fracture. To figure out the effect of reorientation fracture on production enhancement and guide the further on-site operating, this paper aims to investigate the well-flow behavior of vertical reorientation fracture in horizontal permeability anisotropic reservoir.

Design/methodology/approach

Based on the governing equation considering horizontal permeability anisotropy, the mathematical models for reorientation fractures in infinite reservoir are developed by using the principle of superposition. Furthermore, a rectangular closed drainage area is also considered to investigate the well-flow behavior of reorientation fracture, and the mathematical models are developed by using Green’s and source functions.

Findings

Computational results indicate that the flux distribution of infinite conductivity fracture is uniform at very early times. After a period, it will stabilize eventually. High permeability anisotropy and small inclination angle of reorientation will cause significant end point effect in the infinite conductivity fracture. The reorientation fractures with small inclination angle in high anisotropic reservoir are capable of improving 1-1.5 times more oil productivity in total.

Originality/value

This paper develops the mathematical methods to study the well-flow behavior for unconventional fracture, especially for reorientation fracture. The results validate the production enhancement effect of reorientation fracture and identify the sensitive parameters of productivity.

Details

Engineering Computations, vol. 35 no. 7
Type: Research Article
ISSN: 0264-4401

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Article
Publication date: 18 September 2017

Vinay Garg

Executive leadership plays a crucial role in initiating, shaping and directing strategic reorientations. But it must somehow mediate between forces of inertia and…

Abstract

Purpose

Executive leadership plays a crucial role in initiating, shaping and directing strategic reorientations. But it must somehow mediate between forces of inertia and fundamental changes. This paper aims to address the unresolved paradox: how do executives address these conflicting demands?

Design/methodology/approach

This paper aims to interweave two streams of seminal research in organizational evolution and organizational culture to develop a typology of strategic reorientations. The four types of strategic reorientations are illustrated with the help of published cases and biographies of CEOs, mostly of high visibility international companies such as Heineken, Burger King and Starbucks.

Findings

Combinations of high and low levels of executive team consensus on its external adaptation tasks and on its internal integration tasks provoke four different types of strategic reorientations: chaotic, negotiated, muted and promising.

Research limitations/implications

Until appropriate methods of empirical research can be found to test this framework, one has to rely on some anecdotal support as preliminary and cursory evidence. This study can inform a wide body of research which incorrectly suggested that consensus among executives during strategic reorientation has a unidirectional, positive impact on organizational performance. Directions to explore how top executives may develop ambidextrous leadership are suggested.

Practical implications

Seeking high growth, executive teams must have a good mix of managerial and entrepreneurial cognitions. Therefore, executives having dissimilar skills and backgrounds should be inducted in the team periodically, instead of hiring hurriedly at the eleventh hour. Otherwise, the new executives may contribute too high or too low levels of consensus of each type needed for optimal strategic reorientation.

Social implications

The paper has not attempted this aspect.

Originality/value

This paper contributes a novel framework that combines two streams of seminal research, which, each by itself, would not sufficiently address the unresolved executive paradox.

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Article
Publication date: 28 October 2013

Florian Röthlin

Reorienting health services towards health promotion is one of the major health promotion strategies stipulated by the Ottawa Charter). Important contradictions, tensions…

Abstract

Purpose

Reorienting health services towards health promotion is one of the major health promotion strategies stipulated by the Ottawa Charter). Important contradictions, tensions and barriers to health promotion implementation associated with organisational structures have, thus far, been underexposed in the hospital health promotion discourse. This paper aims at identifying risks and the chances for hospital management to strategically and sustainably reorient their hospitals towards health promotion.

Design/methodology/approach

The paper combines theories and findings from organisational science and management studies as well as from capacity development in the form of a narrative literature review. The aim is to focus on the conditions hospitals, as organisational systems with a highly professionalised workforce, provide for a strategically managed reorientation towards health promotion. Models and principles helping managers to navigate the difficulties and complexities of health promotion reorientation will be suggested.

Findings

Hospital managers have to deal with genuine obstacles in the complexity and structural formation of hospital organisations. Against this background, continuous management support, a transformative leadership style, participative strategic management and expert governance can be considered important organisational capacities for the reorientation towards a new concept such as health promotion.

Practical implications

This paper discusses managerial strategies, effective structural transformations and important organisational capacities that can contribute to a sustainable reorientation of hospitals towards health promotion. It supports hospital managers in exploring their chances of facilitating and effectively supporting a sustainable health promotion reorientation of their hospitals.

Originality/value

The paper provides an innovative approach where the focus is on enhanced possibilities for hospital managers to strategically manage the reorientation towards health promotion.

Details

Journal of Health Organization and Management, vol. 27 no. 6
Type: Research Article
ISSN: 1477-7266

Keywords

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Article
Publication date: 1 August 2004

Mark Farrell and Felix T. Mavondo

This paper integrates literature from downsizing and organisational learning. A conceptual framework is developed which argues that downsizing (adaptive or single loop…

Abstract

This paper integrates literature from downsizing and organisational learning. A conceptual framework is developed which argues that downsizing (adaptive or single loop learning) and reorientation (double loop or generative learning) will have a negative and positive effect respectively, on the three elements of a learning orientation: commitment to learning; shared vision); open‐mindedness. Data were collected from the top 2,000 manufacturers in Australia, and analysed using a structural equation modelling approach. Results confirm the study hypotheses. Implications for management are discussed, along with suggestions for further research.

Details

Personnel Review, vol. 33 no. 4
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 August 2002

Koen Dewettinck and Dirk Buyens

This paper reports on a study of the employment implications of different downsizing approaches using 19 case studies of Belgian organizations recently confronted with…

Abstract

This paper reports on a study of the employment implications of different downsizing approaches using 19 case studies of Belgian organizations recently confronted with downsizing. Based on the results of this empirical study, a two‐dimensional categorization model is developed. The first continuum of the model represents the timeframe (reactive to proactive) of downsizing strategies, while the second continuum represents the focus of reorientation practices towards the internal or external labour market. Based on this categorization scheme, the employment implications were explored. Further theoretical, managerial and governmental implications are also suggested.

Details

Employee Relations, vol. 24 no. 4
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 1 September 2002

Abby Ghobadian and Howard Viney

Much current discussion of strategic content focuses upon the elaboration and refinement of existing strategies, rather than upon the demands of strategic reorientation

Abstract

Much current discussion of strategic content focuses upon the elaboration and refinement of existing strategies, rather than upon the demands of strategic reorientation. This lack of attention is particularly in relation to organisations undergoing market liberalisation. Consequently, our understanding of the complex outcomes resulting from the deregulation of industries is yet nascent. This paper reports empirical research undertaken in the United Kingdom aimed at identifying viable combinations of corporate and business level strategy within a regulated environment, the recently privatised UK electricity industry. The conclusions reached by the authors suggest that despite the introduction of competition to the industry, companies seeking superior market performance face limited options in their choice of strategic content. Key success criteria for companies in competitive segments of the industry are the achievement of critical mass and of some form of integration, while companies operating in regulated segments may face a very limited choice of strategic approach.

Details

Management Decision, vol. 40 no. 7
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 August 1999

Steven H. Appelbaum, Dawn Henson and Kerry Knee

Examines varied empirical studies on downsizing which have revealed that, as a result of its aftermath, high percentages of companies have judged these efforts as…

Abstract

Examines varied empirical studies on downsizing which have revealed that, as a result of its aftermath, high percentages of companies have judged these efforts as unsuccessful. Corporate restructuring encompasses multiple forms of change, which are classified into three distinct categories: portfolio, financial and organizational. An analysis of the Freeman and Cameron theoretical framework on downsizing implementation processes is examined in terms of where the process occurs, during periods either of convergence and/or of reorientation, and the results associated with each approach. A case study of the Kansas Department of Health and Environment revealed that restructuring did not provide visible improvements in efficiency, economy and responsiveness. Cultural impact of this intervention revealed negative intergroup reactions, i.e. denial, dissatisfaction. An analysis of Richard Johnson’s model of the antecedents, processes and outcomes of downsizing revealed the impact upon strategy, productivity, human resources and finance. Interrelationships suggested diminished performances of firms which downsized without a lucid blueprint, adversely impacting upon these businesses. Finally, 30 recommendations are given for the human resource executive for effective downsizing, focusing upon: approach, involvement, leadership, communication, preparation, support, cost cutting, measurement, and implementation.

Details

Management Decision, vol. 37 no. 6
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 21 September 2015

Gloria Agyemang and Jane Broadbent

The purpose of this paper is to examine the management control systems developed by universities and groups within them, to manage research within UK University Business…

Abstract

Purpose

The purpose of this paper is to examine the management control systems developed by universities and groups within them, to manage research within UK University Business and Management Schools. Specifically, the paper analyses how universities develop their internal management control systems in response to an externally imposed regulatory system. It also provides an agenda for future research.

Design/methodology/approach

The paper uses a middle range approach to consider the UK Research Excellence Framework (REF) and the previous Research Assessment Exercises. It uses the language provided by a number of conceptual frames to analyse insights from the lived experience, and builds on previous literature that has recognised the perverse outcomes of such performance measurement systems.

Findings

The study finds that the internal management control systems developed by academics themselves amplify the controls imposed by the REF. These internal control systems are accepted by some academics although they encourage a movement away from previously held academic values.

Originality/value

This study contributes to debates about the dysfunctional impacts of the use of performance measures to manage research. Its originality lies in explaining that the management control systems developed to resist the imposition of external performance measurement systems may lead to symbolic violence where participants become involved with their own subjugation.

Details

Accounting, Auditing & Accountability Journal, vol. 28 no. 7
Type: Research Article
ISSN: 0951-3574

Keywords

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