Understanding Top Management Teams' Characteristics for Effective Turnaround Management: Evidence From the Zimbabwean Manufacturing Sector
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| Format: | research article |
| Language: | English |
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IGI Global
2023
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| Online Access: | https://cris.library.msu.ac.zw//handle/11408/5427 |
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| author | Mufaro Dzingirai Neeta Baporikar |
| author2 | Midlands State University, Zimbabwe |
| author_facet | Midlands State University, Zimbabwe Mufaro Dzingirai Neeta Baporikar |
| author_sort | Mufaro Dzingirai |
| collection | DSpace |
| description | Abstract |
| format | research article |
| id | ir-11408-5427 |
| institution | My University |
| language | English |
| publishDate | 2023 |
| publisher | IGI Global |
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| spelling | ir-11408-54272023-03-21T15:36:11Z Understanding Top Management Teams' Characteristics for Effective Turnaround Management: Evidence From the Zimbabwean Manufacturing Sector Mufaro Dzingirai Neeta Baporikar Midlands State University, Zimbabwe (Namibia Univeristy of Science and Technology, Namibia & University of Pune, India) Top Management Teams Turnaround Management Manufacturing Sector COVID-19 pandemic Economic crisis Abstract The recently witnessed economic downturn prompted by the COVID-19 pandemic rekindled the interests of management professionals, policymakers, academicians, and researchers in corporate turnaround management. Hence, this study aims to ascertain the top management teams' characteristics for an effective turnaround in the manufacturing sector. Exploratory research design supported this study whereby 16 key informants were recruited for interviews. Adopting thematic analysis, the qualitative results showed the key five top management teams' characteristics for effective turnaround management, namely gender, personal features, educational qualifications, age, and experience. With these results, the study concludes that the heterogeneity of top management teams has a direct bearing on the successful turnaround attempts in the manufacturing sector during an economic crisis. As such, the study recommends the appointment of senior executives based on experience, age, gender, personal features, and educational qualifications. 14 1 1 14 2023-03-21T15:36:10Z 2023-03-21T15:36:10Z 2022 research article https://cris.library.msu.ac.zw//handle/11408/5427 10.4018/IJSKD.312572 en International Journal of Sociotechnology and Knowledge Development (IJSKD) 14(1 1941-6253 open IGI Global |
| spellingShingle | Top Management Teams Turnaround Management Manufacturing Sector COVID-19 pandemic Economic crisis Mufaro Dzingirai Neeta Baporikar Understanding Top Management Teams' Characteristics for Effective Turnaround Management: Evidence From the Zimbabwean Manufacturing Sector |
| title | Understanding Top Management Teams' Characteristics for Effective Turnaround Management: Evidence From the Zimbabwean Manufacturing Sector |
| title_full | Understanding Top Management Teams' Characteristics for Effective Turnaround Management: Evidence From the Zimbabwean Manufacturing Sector |
| title_fullStr | Understanding Top Management Teams' Characteristics for Effective Turnaround Management: Evidence From the Zimbabwean Manufacturing Sector |
| title_full_unstemmed | Understanding Top Management Teams' Characteristics for Effective Turnaround Management: Evidence From the Zimbabwean Manufacturing Sector |
| title_short | Understanding Top Management Teams' Characteristics for Effective Turnaround Management: Evidence From the Zimbabwean Manufacturing Sector |
| title_sort | understanding top management teams' characteristics for effective turnaround management: evidence from the zimbabwean manufacturing sector |
| topic | Top Management Teams Turnaround Management Manufacturing Sector COVID-19 pandemic Economic crisis |
| url | https://cris.library.msu.ac.zw//handle/11408/5427 |
| work_keys_str_mv | AT mufarodzingirai understandingtopmanagementteamscharacteristicsforeffectiveturnaroundmanagementevidencefromthezimbabweanmanufacturingsector AT neetabaporikar understandingtopmanagementteamscharacteristicsforeffectiveturnaroundmanagementevidencefromthezimbabweanmanufacturingsector |