Ending-competence in business closure |
| |
Authors: | Virpi Havila Christopher J Medlin |
| |
Institution: | 1. Uppsala University, Department of Business Studies, P.O. Box 513, SE-751 20 Uppsala, Sweden;2. University of Adelaide, Business School, South Australia 5005, Australia |
| |
Abstract: | Business closure and ending-competence are highly relevant concepts in a globalizing world economy where structural change is common. However, ending-competence in business closure situations is a rarely studied phenomenon, and prior theoretical development is modest. In this paper a conceptual model of ending-competence in business closure is developed. A case study examination of a business closure, involving a car manufacturing plant owned by Mitsubishi Motors Australia Ltd., allows further development of the model. The model consists of four elements: (1) earlier experiences of ending; (2) an understanding of different types of commitment; (3) the interdependence between parties; and (4) coordinating and timing the ending. The model illustrates the different roles played by upper and operational management during a closure process. An understanding of ending-competence is important to managers of large firms and to educators of future managers. |
| |
Keywords: | |
本文献已被 ScienceDirect 等数据库收录! |
|