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This study aims to describe and explain the design of management accounting and control systems (MACS) in the growth and revival stages of the organizational life‐cycle of the firm. In addition, it explores how the presence of equity capital investors affects the design of MACS in the case firm in its growth and revival stages.

A case study method is adopted to illustrate the design of MACS in the growth and revival stages. The data are analyzed to describe events in the two organizational life‐cycle stages, which are then compared to identify special features of the design of MACS.

The results show that, in contrast to a growth stage, a revival firm develops MACS for the firm's internal managerial and organizational purposes, such as a more diversified business strategy and more diversified organizational structure, as well as for external reasons, such as a more challenging business environment and investors' requirements. Investors require more detailed management accounting information to know how to get a better return on their investments in a revival stage, while investors ensured that the case firm was only using formal MACS in a growth stage.

The life‐cycle approach is the main perspective in data gathering even though this may bias the data. Therefore, not everything may be observed. Even though Friesen and Miller's life‐cycle model allows firm to be established through a merger of several declining firms, the birth of the case firm differs from a typical birth of the firm. This study is exploratory in nature, suggesting new insights that could be followed up in future research.

The information produced by MACS is, at a minimum, equally important in the revival stage as in the growth stage even though MACS are used for different reasons. Therefore, MACS cannot be used in the same way in the revival stage as in the growth stage.

The study describes and explains the design of MACS by comparing the growth and revival stages, while the accounting literature does not traditionally distinguish between growth and revival stages in this respect.

This paper aims to examine the association between the interactive and diagnostic approaches to using controls and Miller and Friesen’s (1984) organizational life cycle (OLC) stages (birth, growth, maturity, revival).

Data were collected from a random sample of 343 general managers in Australian manufacturing organizations.

The results indicate that both approaches are used to a greater extent in the growth and revival stages than the birth and maturity stages, whereas the interactive and diagnostic approaches are used to a similar extent in each of the four OLC stages.

This study contributes to the management control system literature by examining the use of the interactive and diagnostic approaches from an OLC perspective. The findings highlight that the complementary nature of the interactive and diagnostic approaches applies in each OLC stages, and suggest that similar attention should be placed on the use of both the interactive and diagnostic approaches in each OLC stage.

The study provides managers with an insight into the prevalence of the use of interactive and diagnostic approaches across the birth, growth, maturity and revival stages.

This study contributes to the management control system literature by adopting the configuration approach to examine how multiple contingent variables simultaneously affect the approach to using controls. Specifically, this study examines how organizations adjust their emphasis on Simons’ (1995) interactive and diagnostic approaches to using controls as they move across different development stages. These development stages were labelled as OLC stages and are determined based on the simultaneous consideration of multiple contingent factors.

Micro, small and medium enterprise (MSME) is the kingpin of Indian economy. It contributes to 48% of India's exports and provides employment to 110 million people. As a result, it is critical to evaluate the obstacles, expose them and find a way to overcome the crisis due to the pandemic. The study aims to analyse the impact of financial and non-financial measures for the revival of MSME and its impact on firm sustainability and future opportunity as perceived by MSME owners/heads during the COVID-19 outbreak.

This study, based on a cross-sectional survey of 197 export-oriented Indian MSMEs, attempts to investigate covid crisis mitigation strategies/measures in the context of the COVID-19 crisis. The confirmatory factor analysis (CFA) model was applied to check model fit, and structural equation modelling (SEM) was employed for data analysis.

The results of this study show the financial and non-financial revival measures such as firm revival, marketing training, customer relationship management (CRM), financial incentive and firm support, extending worker social security and financial access and price control positively impact MSMEs' business sustainability and future opportunity as perceived by the respondents that lent good support to the hypothesis.

The study emphasizes management in association with government and financial institutions to design short-term as well as long-term strategies that may enhance their sustainability in the market. MSMEs are being forced to reassess their business strategy and modify their operating model as a result of the uncertain/unpredictable climate. Many levels of strategy aid in revitalizing the company and providing future possibilities to move forward if the government schemes positively impact the perception of entrepreneurs. Further, the study identifies the immediate measures to tide over the crisis over this sector and then furnishes recommendations for closing the identified gaps in the present understanding.

The impact of COVID-19 on Indian MSMEs and how these MSMEs are dealing with it are highlighted in this paper, which is quite scarce and insufficient to cover the gap. It also provides a comprehensive view of firm sustainability and perceived opportunity among MSMEs.

The purpose of this paper is to examine why and how the Trades Union Congress (TUC) – the labour movement's peak body, “think tank” and exemplar – engages in alliance building with civil movements and groups. In particular, it investigates: the rationale for such; the nature of the alliances and the extent to which they inform TUC revival efforts or a new approach to trade unionism.

Semi‐structured interviews were conducted with eight senior TUC personnel. Most interviewees provided documentary evidence to elaborate on their comments. The dimensions of a thematic analysis of this and web site evidence were structured to reflect the above areas of inquiry.

The findings are that: interest in the TUC and labour movement in alliance building with civil groups is building at all levels; TUC engagement with, promotion of and guidance on civil alliances is largely emergent and sporadic; notwithstanding this, certain parts of the TUC have increased its promotion of and to a lesser extent direct engagement with alliances. It also is shown that: such engagement looks likely to continue to grow as a feature of other revival strategies and there is little assessment of whether alliance building can help strengthen the British labour movement.

The findings inform the paper's discussion of potential TUC and union revival purpose, policy and practice.

This paper provides an in‐depth empirical study of the TUC's involvement in alliance building with other social movements and groups. Policy‐maker and practitioner interest in such is growing rapidly, particularly in light of the debatable effectiveness of familiar British union revival strategies.

This study examines the influence of organisational culture on organisational resilience from an organisational life cycle (OLC) perspective.

An online survey questionnaire was used to collect data from 410 middle-level managers in Australian business organisations using Qualtrics, a well-known international data collection organisation.

The findings reveal that the respect for people/teamwork cultural dimension is positively associated with organisational resilience across all OLC stages (i.e. birth, growth, maturity and revival stages). In addition, the outcome-oriented (innovation) culture dimension enhance organisational resilience in the growth and revival (maturity) stages.

The findings contribute to the limited literature by providing empirical evidence on how specific organisational cultural dimensions can enhance organisational resilience across different development stages of organisations (i.e. the birth, growth, maturity and revival stages).

The paper underpins an advanced domestic manufacturing that comes with some advanced employment specialization status of individual industries as the key determinant of foreign direct investment (FDI) and considers how FDI in the food processing industry in India relates to this focal point.

This paper investigates how inward FDI inflows relate to domestic investment and revival in the industry using Auto Regressive Distributed lags (ARDL) model over the period 2000–2017. The model allows for different specifications to study whether FDI is responsible for the revival or the prior revival induces the FDI.

The results show the lack of proper advanced specialized employment status of the food processing industry. FDI in food processing is mainly guided by exports and imports opportunities and FDI plays no role in the revival of advanced growth in the industry. This finding explains why FDI in the industry is predominantly service sector oriented.

The paper underlines (1) the proper conceptualization of human capital as an important determinant of FDI; (2) reinterpretation of Kaldor's technical progress function that uncovers how employment dynamics embedded in intermediate goods specializations play a key role in supporting a higher pace of investment (and FDI); (3) labor costs' importance should involve not only the wage rate but also the advantages that a specialized employment base and (4) FDI in manufacturing demands a greater policy focus on developing domestic bases of intermediate goods specializations.

COVID-19 pandemic has unprecedentedly shattered the entire world economy and development. Without exclusion, the construction industry has undergone very extreme disruption. Many projects have been suspended, many employees lost their jobs and many construction companies bankrupted. This study aims to explore the possible business continuity plans, a roadmap to recovery and strategies to revive the construction industry after COVID-19.

Mix mode method approach was used to address the research problem, and that includes interviews with 16 selected construction experts who have been working in the Malaysian industry for more than 10 years and a questionnaire with 187 construction practitioners. The aim of conducting the interviews is to get an insight into the current impact of the pandemic on the construction industry, and the questionnaire aims to statistically rank the importance of revival strategies using a Likert-type scale. Further, the data were analysed using a univariate approach by calculating the relative importance index to assess the importance of each strategy.

The findings showed that the pandemic has severely affected the Malaysian construction industry in many aspects and effective restoration strategies are necessary to cope with the changes. The strategies were categorized into four different aspects includes health and practice, technology, operational, legal and governmental strategies. The finding shows that the topmost ranked strategy in terms of importance is introducing COVID-compliant operating procedures and protocols on-site by adjusting current working procedures, urgent government stimuli (loan, financial aid to the affected firms) and other financial incentives, leveraging digital and online technology for virtual meeting and communication, comprehensive and revision study of the health guidelines to suit construction activities and digital transformation of work. The study suggests a more in-depth study to evaluate the impact and assess the success of strategies for the betterment of the future of the Malaysian construction industry.

The study presented a better understanding of the possible business continuity strategies for construction industry revival, which are important for decision makers and the government to reconsider for the revival of the industry. The findings also are of interest to the construction stakeholders.

There have been many research addressing the impact of the pandemic on the construction industry, but less are available on the possible strategies for continual and revival of construction industry amid and after the pandemic. It is, therefore, crucial to address this topic, especially the assessment of these strategies based on their importance.

The purpose of this study is to report the apparent linkage between knowledge management (KM) practices in a semi-structured sector and business sustainability. Micro, small and medium scale enterprises in developing economies are constrained by accessibility to resources and have not been able to reap the benefits of structured KM practices to fine-tune their business processes. Insights derived from business operations of such enterprises can be formalized into relevant knowledge creation. An effective KM can help in revival strategies for many traditional organizations like handloom that operate as a co-operative. Such business has come under immense challenges from new-age organizations in that particular sector. This study reports the brand revival and business sustainability journey of a handloom co-operative through effective knowledge assimilation and dissemination.

In this paper, the authors have assessed the governance of small co-operative units in handloom and their supervision, which pose serious challenges for business sustainability. Their business data pertaining to productivity, sales and income for the period from 1997-1998 to 2015-2016 have been analyzed for business sustainability. A time-series analysis has been done on the above data set to track business sustainability of the handloom co-operative. The findings have been analyzed through a case-based study approach.

Over a period of one and half-decade, the handloom co-operative has been able to improve its product offering, which, in turn, led to the revival of the brand. Such transformation has resulted in revival of decades old brand through effective knowledge sharing, which is mainly tacit in nature. This case study based paper showcases that despite their inherent constraints, micro, small and medium enterprise organizations (many of which are semi-structured or unstructured in nature) can reap huge benefits by making efforts to put in place an effective KM mechanism.

There are very few reported studies, which have explored the linkage between tacit KM practices and business sustainability. Studies in context to a semi-structured small- and medium-scale enterprises are not available in published literature.

This study aims to examine the association between the use of three types of controls (input, behaviour and output) with the level of employee organisational commitment (EOC) across organisational life cycle (OLC) stages.

Data were collected by a survey questionnaire from a random sample of 343 general managers in Australian manufacturing business units.

The level of EOC was found to be highest in growth and revival stage units, suggesting that EOC relates to the level of innovation. The analysis revealed that the types of controls were significantly associated with the level of EOC. In particular, a significant positive association was found between input controls and the level of EOC in both the birth and revival stages.

This study contributes to both the management control system (MCS) literature and practice. First, because only a limited number of studies have examined the effect of MCSs on the level of EOC, and there is no published study to date which has examined the association between the types of controls with the level of EOC from an OLC perspective, this study fills a gap in the literature by examining these associations. Secondly, the findings have important implications for Australian manufacturing organisations. Specifically, by providing an insight into the association between the types of controls with the level of EOC across OLC stages, the results suggest that managers of organisations in the birth and revival stage need to place greater emphasis on input controls so as to enhance the level of EOC.

The handicraft industry has been contracting in recent times because of external competition and a preference for foreign-made crafts by consumers. Kiliim, ¹ an Egyptian social enterprise and lifestyle brand, has initiated the process of revival needed in the industry with modern designs of the traditional crafts (local bed covers, curtains, bedding, rugs, bathmats, cushion, throw pillows dining and living cloths). This case provides an analysis of the company, beginning with how the idea of the kilim product was conceived and the dilemma they are currently facing. Although Kiliim, with various kilim product offerings, has made significant inroads in the consumer market, it must continue to adopt innovative strategies to sustain its survival in the market. With globalisation rapidly changing the dynamics of market entry and penetration, indigenous organisations must be innovative with their product and service offerings. Suggestions are made for the sustainability of the indigenous craft industry in Egypt and Africa.