Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Articles Article Faculty Publications -Articles Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Successful turnarounds: the role of appropriate entrepreneurial strategies Subject The topic of the resource Causes of organizational decline; Organizational decline; Successful turnarounds; Turnaround strategies Description An account of the resource Purpose The purpose of this paper is to report on a research study aimed at comparing the causes of organisational decline and turnaround strategies involved in cases of successful and unsuccessful turnarounds, with a view to identifying the differences, if any, between the two groups, which in turn is expected to provide useful information to academics, practitioners and policy makers. Design/methodology/approach Since turnaround is a business phenomenon of general interest, their stories are often published in business periodicals, which are a rich source of data on them. In order to tap this data source, the present paper employed a method of content analysis for the proposed investigation on the cause of organisational decline and turnaround strategies used. In order to quantify the data, a three-point scale was developed, where the presence of a cause/strategy is rated as 3, its ambivalence as 2 and its absence as 1, whose validity was assessed through the inter-rater agreement indices. The data thus generated are amenable to statistical analyses, using which the more commonly prevalent causes of organisational decline and the strategies commonly employed for turnaround by the successful and unsuccessful companies are identified. Findings The findings of the present study have generated a few useful insights. First, the primary causes for organisational decline are the internal weaknesses of the organisation; in fact the external changes can adversely affect the organisation only if it is internally weak. Second, organisational decline caused by multiple factors (which is usually the case) can be managed effectively by adopting a variety of strategies; hence a single-pronged strategy is often found to be ineffective. Third, the more successful turnarounds had a diverse portfolio of strategies including those of institution-building, often employed in a phased manner, consistent with the stage theories of turnaround. Research limitations/implications The limitations of this research arise mainly from the generation of data from published sources and the consequent biases, which can be managed, to a large extent, by using multiple sources for the same case for reducing the publishers biases as well as by having multiple raters for identifying the researchers biases, if any. Originality/value The study has highlighted the need for addressing the internal causes of organisational decline on a priority-basis rather than blaming the external factors, besides pointing to the need for adopting a variety of strategies for dealing with the diversity of causes affecting the organisations health, particularly the need for institutionalising the changes. These findings can be of help especially to turnaround managers and policy-makers in dealing with organisational decline and thus contribute to the creation and enhancement of economic value. 2015, Emerald Group Publishing Limited. Creator An entity primarily responsible for making the resource Panicker S.; Manimala M.J. Source A related resource from which the described resource is derived Journal of Strategy and Management, Vol-8, No. 1, pp. 21-40. Publisher An entity responsible for making the resource available Emerald Group Publishing Ltd. Date A point or period of time associated with an event in the lifecycle of the resource 2015-01-01 Identifier An unambiguous reference to the resource within a given context <a href="https://doi.org/10.1108/JSMA-06-2014-0050" target="_blank" rel="noreferrer noopener">https://doi.org/10.1108/JSMA-06-2014-0050</a> <br /><br /><a href="https://www.scopus.com/inward/record.uri?eid=2-s2.0-84937562038&amp;doi=10.1108%2FJSMA-06-2014-0050&amp;partnerID=40&amp;md5=beb216860c52ab84d6458c9c627c8395" target="_blank" rel="noreferrer noopener">https://www.scopus.com/inward/record.uri?eid=2-s2.0-84937562038&amp;doi=10.1108%2fJSMA-06-2014-0050&amp;partnerID=40&amp;md5=beb216860c52ab84d6458c9c627c8395</a> Rights Information about rights held in and over the resource Restricted Access Relation A related resource ISSN: 1755425X Format The file format, physical medium, or dimensions of the resource Online Language A language of the resource English Type The nature or genre of the resource Article Coverage The spatial or temporal topic of the resource, the spatial applicability of the resource, or the jurisdiction under which the resource is relevant Panicker S., Christ University, Bangalore, India; Manimala M.J., Indian Institute of Management, Bangalore, India