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dc.contributor.authorKhandwalla P.N.
dc.date.accessioned2022-02-11T10:14:53Z
dc.date.available2022-02-11T10:14:53Z
dc.date.issued2001
dc.identifier.citationKhandwalla, P. N. (2001). Creative restructuring. Vikalpa, 26(1). https://doi.org/10.1177/0256090920010102
dc.identifier.issn2560909
dc.identifier.urihttps://www.doi.org/10.1177/0256090920010102
dc.identifier.urihttp://hdl.handle.net/11718/25300
dc.description.abstractIn the context of liberalization of globalization of economy, the changes required in the functioning of corporates need to be vast. Corporate restructuring has become an important means for achieving such changes in India and elsewhere. The restructuring paradigm of western international management consultants (WIMCs) has come into vogue among large Indian public and private corporates. One major restructuring choice is between the WIMC paradigm and a creative, participatory, largely self-help mode of corporate restructuring. Creative restructuring is illustrated by three case studies. Another major restructuring choice is between creative and non-creative modes. Based on a study of 120 turnarounds from a number of countries, 42 creative restructurings for turnaround are contrasted with 47 non-creative restructurings for turnaround along 14 categories of turnaround action. The necessity of creative, participatively improvised restructuring to institutionalize adaptive capabilities and achieve quantum leap in corporate excellence in a hyper-competitive environment is highlighted. Several steps are suggested for practitioners seeking effective creative restructuring. � 2001, SAGE Publications Ltd. All rights reserved.
dc.language.isoen_US
dc.publisherSAGE Publications Ltd
dc.relation.ispartofVikalpa
dc.titleCreative restructuring
dc.typeArticle
dc.rights.licenseCC BY-NC, CC BY
dc.contributor.affiliationfaculty in the Organizational Behaviour Area, Indian Institute of Management, Ahmedabad, India
dc.contributor.institutionauthorKhandwalla, P.N., faculty in the Organizational Behaviour Area, Indian Institute of Management, Ahmedabad, India
dc.description.scopusid24167059100
dc.identifier.doi10.1177/0256090920010102
dc.identifier.endpage18
dc.identifier.startpage3
dc.identifier.issue1
dc.identifier.volume26


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