Most of the sick company which Turnaround under Chapter 11/BIFR and other such mechanism show profit after implementation of the turnaround scheme but soon get into red again.However, a few of such company register sustainable profit. I want to find the factors responsible for this difference post Turnaround.
Dear Sir:
Factors depends upon type of industry, sector, continent, country (level of development of country, economic, environmental and social factors) and many more.
Best regards.
That is true.
The context of the investigation is Indian Public Sector Enterprises.
Dear Arun,
I think you can try "new institutional theory" or "stakeholder theory" to back your research and for the methodology pls go with "content analysis". Hope this will help.
Dr. Aktar
Arun,
The Resource Based View may offer some guidance on how to move a firm from shaky temporary competitive advantage up to resilient sustainable competitive advantage
Competitive advantage is won hour by hour by superior firm activity in their dynamic ever-changing hypercompetitive marketspaces. To the extent that the firm can build resilience and enjoy sustained competitive advantages (SCA), then to that extent it will be more successful than rivals. Firms therefore have to execute well on two dimensions, ie must be ambidextrous. They must be good at exploration ie strategically futurescoping and from that scan of the market trends, determining their best directions. Secondly, they must be good at exploitation ie internally executing their day-to-day operations efficiently. Organisational ambidexterity is a must for sustained survival. If a firms is only good at operational execution and ignores future trends it will fail. If all a firm focusses on is strategic exploration and ignores excellence in its day-to-day operations, it will also fail,
The Resource Based View (RBV) informs us that resources and capabilities that are Valuable, Rare, Non-Inimitable and wrapped-up or embedded in a unique organizational model (praxis, leadership, talent culture / management, special knowledge, Knowledge, IP etc) tend to produce Sustainable Competitive Advantage (aka the VRIO model)
An RBV framework illustrating a continuum of Competitive Advantage, ranging from Competitive Disadvantage, through Competitive Parity,Temporary Competitive Advantage and finally up to Sustainable Competitive Advantage (Peteraf, Wernerfelt, Eisenhardt, Barney) is on section C, Competitive Advantage, pages 15-15 of article below on Overcoming Barriers to Caribbean Innovation. Also on figure attached as well.
https://www.researchgate.net/publication/258239256_Overcoming_Barriers_to_Caribbean_Innovation_Towards_a_Restructuring_of_the_Innovation_Payoffs
Conference Paper Overcoming Barriers to Caribbean Innovation ; Towards a Rest...
Silburn,
With so many disruptive innovation taking place, Can any company think of a sustainable competitive advantage?
What duration of CA can be considered as SCA? Can SCA run in perpetuity?
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