Welcome to the InfoSci Platform
Reference Hub2
Understanding Top Management Teams' Characteristics for Effective Turnaround Management: Evidence From the Zimbabwean Manufacturing Sector

Understanding Top Management Teams' Characteristics for Effective Turnaround Management: Evidence From the Zimbabwean Manufacturing Sector

Mufaro Dzingirai, Neeta Baporikar
Copyright: © 2022 |Volume: 14 |Issue: 1 |Pages: 14
ISSN: 1941-6253|EISSN: 1941-6261|EISBN13: 9781683180609|DOI: 10.4018/IJSKD.312572
Cite Article Cite Article

MLA

Dzingirai, Mufaro, and Neeta Baporikar. "Understanding Top Management Teams' Characteristics for Effective Turnaround Management: Evidence From the Zimbabwean Manufacturing Sector." IJSKD vol.14, no.1 2022: pp.1-14. http://doi.org/10.4018/IJSKD.312572

APA

Dzingirai, M. & Baporikar, N. (2022). Understanding Top Management Teams' Characteristics for Effective Turnaround Management: Evidence From the Zimbabwean Manufacturing Sector. International Journal of Sociotechnology and Knowledge Development (IJSKD), 14(1), 1-14. http://doi.org/10.4018/IJSKD.312572

Chicago

Dzingirai, Mufaro, and Neeta Baporikar. "Understanding Top Management Teams' Characteristics for Effective Turnaround Management: Evidence From the Zimbabwean Manufacturing Sector," International Journal of Sociotechnology and Knowledge Development (IJSKD) 14, no.1: 1-14. http://doi.org/10.4018/IJSKD.312572

Export Reference

Mendeley
Favorite Full-Issue Download

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.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.