Diss., Univ. of Genève, 2008. / Includes bibliographical references.

Diss., Univ. of Genève, 2008. / Includes bibliographical references.

The financial and economic performance of SADC airlines has been poor for some time. The governments, citizens of SADC countries and donor agencies are no longer tolerating the existence of the loss making foreign currency intensive, prestige national airlines. This dissertation seeks to find ways to turnaround the poor performance of SADC airlines. The dissertation focused on the three basic turnaround strategies of cost leadership, differentiation and focus. The McKinsey 7-S framework was used to analyse the strengths and weaknesses of SADC airlines. The external (operating) environment was also analysed to determine the opportunities and threats. A study was carried out of some successful turnarounds of British Airways and Scandinavian Airline System. Singapore International Airlines, one of the most successful airlines in the world, was also studied in detail. The study showed that the strategy of cost leadership while focusing on domestic and regional operations was most likely to result in optimal performance of SADC airlines / Economics and Management Sciences / M.Com. (Transport Economics)

It is now more than thirty years since the reform of corporate insolvency law in the United Kingdom (UK) focused on the promotion of a 'rescue culture,' a trend which started with the work of the Cork Committee chaired by Sir Kenneth Cork. The Cork Committee in its Report recommended encouraging the continuation and disposal of a corporate debtors' business as a going concern wherever possible, and the Government responded to Cork's recommendation by introducing Administration and Company Voluntary Arrangement ('CVA') in the Insolvency Act 1986 ('IA 1986'). The corporate insolvency laws in the UK have been subject to considerable scrutiny and reform, culminating in the implementation of two distinct but related nieces of legislation bearing upon corporate rescue; the Insolvency Act 2000 (IA 2000) and the Enterprise Act 2002 (EA).

The financial and economic performance of SADC airlines has been poor for some time. The governments, citizens of SADC countries and donor agencies are no longer tolerating the existence of the loss making foreign currency intensive, prestige national airlines. This dissertation seeks to find ways to turnaround the poor performance of SADC airlines. The dissertation focused on the three basic turnaround strategies of cost leadership, differentiation and focus. The McKinsey 7-S framework was used to analyse the strengths and weaknesses of SADC airlines. The external (operating) environment was also analysed to determine the opportunities and threats. A study was carried out of some successful turnarounds of British Airways and Scandinavian Airline System. Singapore International Airlines, one of the most successful airlines in the world, was also studied in detail. The study showed that the strategy of cost leadership while focusing on domestic and regional operations was most likely to result in optimal performance of SADC airlines / Economics and Management Sciences / M.Com. (Transport Economics)

Chan, Eunice Shan. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2001. / Includes bibliographical references (leaves 108-119). / Abstracts in English and Chinese. / ABSTRACT --- p.i / CHINESE ABSTRACT --- p.ii / ACKNOWLEDGMENTS --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.v / LIST OF FIGURES --- p.vi / CHAPTERS / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 2. --- LITERATURE REVIEW --- p.5 / Definitions of Turnaround --- p.5 / Causes of Firm Decline --- p.6 / Severity of the Situation --- p.8 / A Western Perspective on Turnaround Responses --- p.10 / Turnaround Success --- p.20 / Turnaround in the Non-U. S. Contexts --- p.21 / Chapter 3. --- THEORETICAL FRAMEWORK AND HYPOTHESES --- p.23 / Organizing Framework --- p.23 / Institutions and Their Impact on Turnaround --- p.26 / Institutional Environment in East Asia and the West --- p.32 / Hypotheses --- p.44 / Chapter 4. --- METHODOLOGY --- p.54 / Research Design --- p.54 / Quantitative Methods --- p.55 / Qualitative Methods --- p.62 / Chapter 5. --- RESULTS --- p.65 / Quantitative Results --- p.65 / Qualitative Evidence --- p.79 / Chapter 6. --- DISCUSSION AND CONCLUSION --- p.97 / Implications --- p.98 / Limitations and Future Research --- p.102 / Conclusion --- p.104 / REFERENCES --- p.108 / APPENDIX 1: INTERVIEW PROTOCOL --- p.120 / APPENDIX 2: ANALYSIS OF FIRMS WITH NON-ETHNIC CHINESE PRINCIPALS REMOVED --- p.121 / APPENDIX 3: ANALYSIS OF FIRMS WITH LOW Z-SCORES --- p.123 / APPENDIX 4: ANALYSIS OF FIRM SIZE --- p.126

Thesis (Ph. D.)--University of Missouri-Columbia, 2000. / Typescript. Vita. Includes bibliographical references (leaves 160-171). Also available on the Internet.

Thesis (Ph. D.)--University of Missouri-Columbia, 2000. / Typescript. Vita. Includes bibliographical references (leaves 160-171). Also available on the Internet.

Thesis (MBA)--Stellenbosch University, 2014. / This research sought to provide insight into the key leadership skills, competencies and organisational processes required to lead a company from decline to a sustainable turnaround. The study focused on the four attributes of managing a turnaround: organisational values and culture, change leadership and organisational high performance. The research aimed to establish the role and impact of the above four factors, particularly in a corporate turnaround. It further assessed the role of leadership in ensuring the implementation of the four factors. The study revealed that turnaround leaders need to develop a new economy wave of values and a high performance culture as a foundation for creating ownership of the organisation’s objectives, as well as for the necessary alignment of the vision, mission and strategy. It was also noted that a corporate culture is an ever changing issue, hence leadership needs to continually ensure that the culture remains in support of the corporate objectives. The study also revealed the need for leadership to have the necessary emotional, cognitive and spiritual intelligence in order to be proactive in managing both the process and the effects of change. They need to have the transformational leadership abilities to drive the pursuit of organisational excellence as a means to achieving a sustainable turnaround. The research also noted the importance of communication as an integral part of each of the turnaround phases. Also of great importance were leadership attributes such as honesty, trustworthiness, sincerity and commitment, and the fact that leaders tend to believe that people will be driven by the rules and processes of business, forgetting that people gather the inspiration they need to be able to respond emotionally to a challenge, from their leaders’ demonstrated personal attributes.

Thesis (MBA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: The 2008/2009 economic downturn had a major impact on the international steel industry. With economic activities declining, the demand for steel decreased and subsequently, prices started to tumble. This put a great deal of pressure on steel manufacturing companies’ financials and they had to focus on cost reduction initiatives to survive. Steel companies who did not follow a turnaround strategy were not able to keep up with the competition. This research study focused on determining the details pertaining to the ArcelorMittal Saldanha Works turnaround strategy, as it is viewed as one of the most successful in the steel industry. Data was obtained from discussions with various role players and managers at ArcelorMittal Saldanha Works. The aim of the interviews was to get the detail of all the steps taken by the company to turn around its performance. Quantitative data describing the operational as well as financial and cost performance was sourced from the ArcelorMittal Saldanha Works Key Performance Indicator (KPI) system and from financial statements and progress reports. It was found that the basis for the turnaround strategy of ArcelorMittal Saldanha Works was World Class Manufacturing as it provided the vehicles through which improvements were managed with the aid of mainly the Autonomous Maintenance (AM), Professional Maintenance(PM), People Development (PD), Focused Improvement (FI), Product Quality (PQ) and Safety Pillars. The Cost Deployment (CD) Pillar was used to identify the biggest losses that needed to be addressed. ArcelorMittal Saldanha Works moved from one of the highest-cost producers in the ArcelorMittal group during 2010 to the second-lowest-cost producer in the group at the end of 2013. It reduced its total cost of production with $70 per ton over this period, without any major capital expenditure. The study concluded that the turnaround of ArcelorMittal Saldanha Works was successful and it is sustainable. This can be seen from the increase in the overall equipment availability, amount of hot-rolled coil tons produced, as well as the EBITDA figures reported in the study.