Riding the wrong wave: Organizational failure as a failed turnaround

Long Range Planning

Volumn 38, Issue 3 SPEC. ISS., 2005, Pages 239-260

  Sheppard, Jerry Paul ^a   Chowdhury, Shamsud D ^b  

^a SIMON FRASER UNIVERSITY   (Canada)

^b DALHOUSIE UNIVERSITY   (Canada)

Author keywords

[No Author keywords available]

Indexed keywords

MATHEMATICAL MODELS; STABILIZATION;

CANADIAN RETAIL INDUSTRY; FAILURE ELEMENTS; FOUR-STAGE MODEL; ORGANIZATIONAL FAILURES;

FAILURE ANALYSIS;

INDUSTRIAL PERFORMANCE; ORGANIZATIONAL FRAMEWORK; RETAILING;

CANADA; NORTH AMERICA; WESTERN HEMISPHERE; WORLD;

EID: 21844465678     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.lrp.2005.03.009     Document Type: Article

References (69)

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53. These figures are net earnings after interest and taxes, and reflect HBC's earnings for the fiscal year ending Jan 31 of the following year. Thus 1994 earnings figure reflects earnings for fiscal year ending 31 Jan 1995, the 1995 figure reflects fiscal year ending 31 Jan 1996, etc..
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64. Thus any learning that could occur from the failure simply never occurred. To see how organization's can better learn from failure see M. D. Cannon, & A. C. Edmondson, Failing to learn and learning to fail (intelligently): How great organizations put failure to work to improve and innovate, Long Range Planning, 38(2), (2005) doi:10.1016/j.lrp.2005.04.005.
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67. Though we have not discussed technical change, there has been an impact. We found many references to the automation of CT's warehouses. In an industry where Wal-Mart's distribution system is touted as one of its strategic advantages, CT has wisely made major investments to bring technology to bear as a method for improving its own distribution system.
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