The onset or inception of organizational decline has been largely bypassed in management research over the past two decades, even though understanding this fundamental typology is key to mitigating organizational failure, while also providing important insight regarding how managers respond to phenomena that they may neither expect or understand. Understanding how managers observe, decide, and act in times of uncertainty, and how organizational culture and other factors may shape that environment, are important for scholars and practitioners alike to understand. This dissertation argues that corporate decline has largely been misunderstood from the perspective of onset or initiation; that the manager's decision-making process in times of decline must be considered in relation to the actual causes and factors associated with decline, and that the fundamental definition of organizational decline must be revised in light of advances in our understanding in management over the past three decades. This qualitative empirical descriptive study reviews literature regarding organizational decline with emphasis on the onset of decline, presents an equation for understanding a firm's propensity for decline, provides a revised definition of organizational decline, and examines the decision-making process of management when faced with decline based on symbolic interactionism theory.
|Advisor:||Winters, Dennis, Hadary, Sharon|
|School:||University of Maryland University College|
|Department:||Doctor of Management Program|
|School Location:||United States -- Maryland|
|Source:||DAI-A 75/03(E), Dissertation Abstracts International|
|Subjects:||Management, Occupational psychology, Organizational behavior|
|Keywords:||Organizational culture, Organizational decline, Symbolic interactionism theory|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be