Shareholder value and strategic action: A study of turnaround firms
Pandian, J. Rajendran Masillamoni
This item is only available for download by members of the University of Illinois community. Students, faculty, and staff at the U of I may log in with your NetID and password to view the item. If you are trying to access an Illinois-restricted dissertation or thesis, you can request a copy through your library's Inter-Library Loan office or purchase a copy directly from ProQuest.
Permalink
https://hdl.handle.net/2142/22642
Description
Title
Shareholder value and strategic action: A study of turnaround firms
Author(s)
Pandian, J. Rajendran Masillamoni
Issue Date
1995
Doctoral Committee Chair(s)
Thomas, Howard
Department of Study
Business Administration
Discipline
Business Administration
Degree Granting Institution
University of Illinois at Urbana-Champaign
Degree Name
Ph.D.
Degree Level
Dissertation
Keyword(s)
Business Administration, Management
Economics, Commerce-Business
Economics, Finance
Language
eng
Abstract
This dissertation provides extensive empirical evidence--a large sample study over a long period--about the link between strategy and shareholder value. In contrast to the typical measure of shareholder value--stock price times the number of shares outstanding--this dissertation uses beta excess returns, which varies with stock price but controls for external factors. Strategy is measured using a set of strategic conduct variables from extant literature. Since strategy varies little over short periods, a particular class of strategic situations--turnarounds, in which strategic change is clearly evident--is the focus of this dissertation.
A model of growth, decline and turnaround is developed and tested using firms that declined for at least three years and turned around successfully between 1975 and 1990. Two control samples are used to test hypotheses on the cause of decline and hypotheses on the causes of turnaround. The findings supported previous research--decline was associated with unanticipated changes and turnaround was associated with strategic actions taken during the decline phase. Regarding hypotheses on the impact of strategy on shareholder value, only during decline was the link clearly observable. The last part of this dissertation tests hypotheses on differences in relative cash flow components across the turnaround, bankrupt, and non-declining firms and the impact of cash flow components on shareholder value across these different groups of firms during decline. Although the relative cash flow components of the turnaround firms differed from those of the non-declining firms and bankrupt firms, the impact of the relative cash flow components on shareholder value was not consistent.
Use this login method if you
don't
have an
@illinois.edu
email address.
(Oops, I do have one)
IDEALS migrated to a new platform on June 23, 2022. If you created
your account prior to this date, you will have to reset your password
using the forgot-password link below.
