Please use this identifier to cite or link to this item:
https://hdl.handle.net/2440/72935
Citations | ||
Scopus | Web of Science® | Altmetric |
---|---|---|
?
|
?
|
Type: | Journal article |
Title: | Ending-competence in business closure |
Author: | Havila, V. Medlin, C. |
Citation: | Industrial Marketing Management, 2012; 41(3):413-420 |
Publisher: | Elsevier Science Inc |
Issue Date: | 2012 |
ISSN: | 0019-8501 1873-2062 |
Statement of Responsibility: | Virpi Havila and Christopher J. Medlin |
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. © 2011. |
Rights: | Crown Copyright © 2011 Published by Elsevier Inc. All rights reserved. |
DOI: | 10.1016/j.indmarman.2011.06.015 |
Published version: | http://dx.doi.org/10.1016/j.indmarman.2011.06.015 |
Appears in Collections: | Aurora harvest 5 Business School publications |
Files in This Item:
File | Description | Size | Format | |
---|---|---|---|---|
hdl_72935.pdf | Accepted version | 304.57 kB | Adobe PDF | View/Open |
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.