1996
DOI: 10.1016/0148-2963(95)00119-0
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Turnaround in small firms: An assessment of efficiency strategies

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Cited by 87 publications
(74 citation statements)
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References 23 publications
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“…For instance, stretching accounts payable to improve liquidity is positively associated with turnaround (Chowdhury and Lang 1996). Furthermore, dividend cuts are observed as an additional liquidity improvement measure during distress.…”
Section: Liquidity Improvementmentioning
confidence: 97%
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“…For instance, stretching accounts payable to improve liquidity is positively associated with turnaround (Chowdhury and Lang 1996). Furthermore, dividend cuts are observed as an additional liquidity improvement measure during distress.…”
Section: Liquidity Improvementmentioning
confidence: 97%
“…Moreover, Barker and Duhaime (1997) and Chowdhury and Lang (1996) find an increased likelihood of survival if private firms enter retrenchment phases. However, the synergy between retrenchment and recovery exceeds the effectiveness of solitary retrenchment moves (Schmitt and Raisch 2013).…”
Section: Retrenchmentmentioning
confidence: 99%
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“…This measure is widely used in prior research (e.g., Chowdhury & Lang, 1996;Mol & Birkinshaw, 2009) and captures improvements in efficiency either by increasing turnover with the same workforce or realizing the same amount of sales with a smaller workforce.…”
Section: Methodsmentioning
confidence: 99%
“…The Amadieau et al (2013) offer strategic and operating categories of approach. The adopting of strategic actions as the geographic diversification, exports markets, private labelling by Pearce and Michael (2006) or a new market share trust, recommended by Chowdhury and Lang (1996), are long term initiatives, instead of the operation actions as are the immediate revenue generation, cost cutting or asset reduction preferred by Pearce and Robbins (1994). And unlike the approach of the authors Grinyer and Mckiernan (1990), Pearce and Robbins (1994) and Baker et.al.…”
mentioning
confidence: 70%