Organizational decline and turnaround management: empirical study of a government owned automobile company

Abstract

Performance of an organization is an outcome of its series of action choices in response to the changes in business environment or independently. Such choices are influenced by the leadership characteristics, organizational characteristics and perceived munificence of the environment. Strategic actions such as location of plant, selection of CEO, product-market domain initiatives, expansion, thrust on quality and quantity influence the long term survivability of companies. The paper examines the linkage of action choices with macro organizational variables during decline and turnaround phase of an automobile company.