Article 2, Volume 5 Issue 2

Turnaround Types, Stages, Strategies, and Tactics: Putting Things in Order

Author

Sharon Gotteiner – (Universitat Internacional de Catalunya)

Marta Mas-Machuca – (Universitat Internacional de Catalunya)

Frederic Marimon – (Universitat Internacional de Catalunya)

Received December 3, 2018; accepted March 5, 2019.

Abstract

The turnaround research is still challenged by the inconsistent terminology, hierarchy, and classification of turnaround activities. This study aims to correct such inconsistencies and proposes a synthesized, coherent hierarchy of classifications, namely turnaround stages, strategies, and tactics. Turnaround tactics that are rarely covered by academic studies get indexed and linked to turnaround strategies and stages, while at the same time correcting inconsistencies within the predominant literature. The structure proposed herein can support empirical research of a higher resolution that will go down to specific turnaround tactics and contingencies, as well as support actual decision-making processes faced by executives in challenging business situations.

La investigación del cambio aún se ve desafiada por la inconsistente terminología, jerarquía y clasificación de las actividades de cambio. Este estudio tiene como objetivo corregir tales inconsistencias y propone una jerarquía de clasificaciones coherente y sintetizada, a saber, etapas de respuesta, estrategias y tácticas. Las tácticas de respuesta que rara vez están cubiertas por los estudios académicos se indexan y vinculan con estrategias y etapas de respuesta, al tiempo que corrigen las inconsistencias dentro de la literatura predominante. La estructura propuesta en este documento puede respaldar la investigación empírica de una resolución más alta que se reducirá a tácticas de respuesta específicas y contingencias, así como a los procesos de toma de decisiones reales que enfrentan los ejecutivos en situaciones comerciales desafiantes.

Citation

Gotteiner, S., Mas-Machuca, M., & Marimon, F. (2019). Turnaround Types, Stages, Strategies, and Tactics: Putting Things in Order. European Accounting and Management Review5(2), 12-37.

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Article 1, Volume 5 Issue 1

Mission Climate Measurement: a new validated scale

Author

Marta Mas-Machuca – (Universitat Internacional de Catalunya)

Frederic Marimon – (Universitat Internacional de Catalunya)

Received September 27, 2018; accepted November 28, 2018.

Abstract

Despite the level of interest surrounding mission statements and their internalization in organizations, there is a lack of a valid construct to measure the sense of mission in organizational climate surveys. The aim of this exploratory study is to define and validate an instrument to assess the perception of the implementation of the mission in everyday routines. A sample of 132 employees from two companies completed the questionnaire to probe the scale’s reliability and validity. A principal components analyses (PCAs) were conducted, taking the three dimensions separately. Later,  a confirmatory analysis of the entire scale, which was a factor analysis using structural equation modelling (SEM) techniques, taking into accounts the three aforementioned dimensions. The scale is composed of ten items arranged in three dimensions: sensemaking of the mission, employee mission engagement, and organizational alignment. These scales provide clues to human resources managers about how to define and implement the mission to ensure that it will be interiorized by all members of the company. This new scale provides scholars with a comprehensive way to measure and assess the presence of the mission in the organizational climate and provides human resources managers with a useful kit to apply within their organizations.

A pesar del nivel de interés en torno a las declaraciones de misión y su internalización en las organizaciones, existe una falta de construcción válida para medir el sentido de la misión en las encuestas del clima organizacional. El objetivo de este estudio exploratorio es definir y validar un instrumento para evaluar la percepción de la implementación de la misión en las rutinas diarias. Una muestra de 132 empleados de dos compañías completaron el cuestionario para probar la confiabilidad y validez de la báscula. Se realizaron análisis de componentes principales (PCA), tomando las tres dimensiones por separado. Más tarde, un análisis confirmatorio de toda la escala, que fue un análisis factorial utilizando técnicas de modelado de ecuaciones estructurales (SEM), teniendo en cuenta las tres dimensiones antes mencionadas. La escala se compone de diez elementos dispuestos en tres dimensiones: sentido de la misión, compromiso de la misión del empleado y alineamiento organizacional. Estas escalas proporcionan pistas a los gerentes de recursos humanos sobre cómo definir e implementar la misión para garantizar que todos los miembros de la empresa la interioricen. Esta nueva escala proporciona a los académicos una forma integral de medir y evaluar la presencia de la misión en el clima organizacional y proporciona a los gerentes de recursos humanos un kit útil para aplicar dentro de sus organizaciones.

Citation

Mas-Machuca, M., & Marimon, F. (2018). Mission climate measurement: a new validated scale. European Accounting and Management Review5(1), 1-20.

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