All Stories

  1. Exploring strategy message affordance as mediator to strategy translation for enhanced implementation
  2. Exploring Salient Creditor Perspectives on Support for Business Rescue Plans for Decision-Making
  3. Capital structure decision-making for business turnarounds based on distress severity and reasonable prospect confluence
  4. Exploring the critical incident technique to inform distress causality and sensemaking
  5. Exploring the salience of fundamental moments in turnaround research
  6. Exploring the applicability of effectuation theory in distressed venture environments
  7. Investigating tensions experienced by decision-makers during a business rescue event
  8. When entrepreneurship becomes a tool for political hegemony
  9. Understanding Opportunity Evaluation Prototypes in Search of more Entrepreneurs
  10. Establishing turnaround potential before commencement of formal turnaround proceedings
  11. Practices applied by practitioners to achieve management and financial control during business rescue
  12. Academic hubris in the scholarly entrepreneurship discourse
  13. Artificial entrepreneurship and fallacy assumptions that inform enterprise development failure
  14. Critical management studies in South Africa: Directions and contexts
  15. Exploring management perceptions of competitive versus transient advantage
  16. Exploring the indirect costs of a firm in business rescue
  17. Boundaries within boundaries: Identifying the boundaries facing private firms that are in financial distress
  18. Small, medium and micro-enterprises’ distress and factual evaluation of rescue feasibility
  19. Business rescue decision-making: Post-mortem evaluation of an ‘orgy’
  20. A liabilities approach to the likelihood of liquidation in business rescue
  21. Crooked strategy implementation: covert tactics fill the gaps
  22. Antecedent Relationships in Business and Information Technology (IT) Alignment
  23. Getting Rid of Strategizing Hindrances – Identifying and Confirming Management Consultant Liabilities
  24. A reality check for corporate leaders: when managers don't respect their bosses
  25. Strategy making: the approach matters
  26. Successive failure, repeat entrepreneurship and no learning: A case study
  27. Exploring the Interface Between Strategy-Making and Responsible Leadership
  28. Exploring the Interface Between Strategy-Making and Responsible Leadership
  29. The development and structural confirmation of an instrument for measuring the social responsibility of small and micro business in the African context
  30. Leadership liabilities of newly appointed managers: arrive prepared
  31. Addressing and measuring small business social responsibility in the African context: a stakeholder framework
  32. The prediction of type A behaviour: a structural equation model
  33. When Porter's generic strategies are not enough: complementary strategies for turnaround situations
  34. Critical evaluation of two models for entrepreneurial education