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Ending-Competence in business closure
Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
University of Adelaide, Business School.
2012 (English)In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 41, no 3, 413-420 p.Article in journal (Refereed) Published
Abstract [en]

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.

Place, publisher, year, edition, pages
2012. Vol. 41, no 3, 413-420 p.
National Category
Business Administration
Identifiers
URN: urn:nbn:se:uu:diva-152770DOI: 10.1016/j.indmarman.2011.06.015ISI: 000303700300005OAI: oai:DiVA.org:uu-152770DiVA: diva2:414021
Available from: 2011-05-02 Created: 2011-05-02 Last updated: 2017-12-11Bibliographically approved

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