Environmental change, human resources and organizational turnaround

George A. Boyne, Kenneth J. Meier

    Research output: Contribution to journalArticle

    56 Citations (Scopus)

    Abstract

    Research on turnaround has largely focused on the impact of retrenchment and repositioning, and has paid less attention to the impact of changes in the task environment and human resources on recovery from decline. Moreover, all of the empirical research on turnaround has been conducted on private organizations. We develop a new model that is derived from theories of environmental and human resource effects on organizational performance. We apply this model to failing school districts in Texas, and find that turnaround is influenced by changes in the munificence and complexity of task environments, and the appointment of a new chief executive and front-line staff.

    Original languageEnglish
    Pages (from-to)835-863
    Number of pages29
    JournalJournal of Management Studies
    Volume46
    Issue number5
    Early online date17 Feb 2009
    DOIs
    Publication statusPublished - Jul 2009

    Fingerprint

    Personnel
    Recovery
    Human resources
    Environmental change
    Task environment
    Empirical research
    School districts
    Staff
    Retrenchment
    Organizational performance
    Chief executives

    ASJC Scopus subject areas

    • Business and International Management
    • Strategy and Management
    • Management of Technology and Innovation

    Cite this

    Environmental change, human resources and organizational turnaround. / Boyne, George A.; Meier, Kenneth J.

    In: Journal of Management Studies, Vol. 46, No. 5, 07.2009, p. 835-863.

    Research output: Contribution to journalArticle

    @article{6e0cda50d9d5473f91dcb6bd3b6327f5,
    title = "Environmental change, human resources and organizational turnaround",
    abstract = "Research on turnaround has largely focused on the impact of retrenchment and repositioning, and has paid less attention to the impact of changes in the task environment and human resources on recovery from decline. Moreover, all of the empirical research on turnaround has been conducted on private organizations. We develop a new model that is derived from theories of environmental and human resource effects on organizational performance. We apply this model to failing school districts in Texas, and find that turnaround is influenced by changes in the munificence and complexity of task environments, and the appointment of a new chief executive and front-line staff.",
    author = "Boyne, {George A.} and Meier, {Kenneth J.}",
    year = "2009",
    month = "7",
    doi = "10.1111/j.1467-6486.2008.00813.x",
    language = "English",
    volume = "46",
    pages = "835--863",
    journal = "Journal of Management Studies",
    issn = "0022-2380",
    publisher = "Wiley",
    number = "5",

    }

    TY - JOUR

    T1 - Environmental change, human resources and organizational turnaround

    AU - Boyne, George A.

    AU - Meier, Kenneth J.

    PY - 2009/7

    Y1 - 2009/7

    N2 - Research on turnaround has largely focused on the impact of retrenchment and repositioning, and has paid less attention to the impact of changes in the task environment and human resources on recovery from decline. Moreover, all of the empirical research on turnaround has been conducted on private organizations. We develop a new model that is derived from theories of environmental and human resource effects on organizational performance. We apply this model to failing school districts in Texas, and find that turnaround is influenced by changes in the munificence and complexity of task environments, and the appointment of a new chief executive and front-line staff.

    AB - Research on turnaround has largely focused on the impact of retrenchment and repositioning, and has paid less attention to the impact of changes in the task environment and human resources on recovery from decline. Moreover, all of the empirical research on turnaround has been conducted on private organizations. We develop a new model that is derived from theories of environmental and human resource effects on organizational performance. We apply this model to failing school districts in Texas, and find that turnaround is influenced by changes in the munificence and complexity of task environments, and the appointment of a new chief executive and front-line staff.

    UR - http://www.scopus.com/inward/record.url?scp=66249086224&partnerID=8YFLogxK

    U2 - 10.1111/j.1467-6486.2008.00813.x

    DO - 10.1111/j.1467-6486.2008.00813.x

    M3 - Article

    AN - SCOPUS:66249086224

    VL - 46

    SP - 835

    EP - 863

    JO - Journal of Management Studies

    JF - Journal of Management Studies

    SN - 0022-2380

    IS - 5

    ER -