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The protracted collapse of ghana airways: Lessons in organizational failure

Amankwah-Amoah, J., Debrah, Y.A. (2010) The protracted collapse of ghana airways: Lessons in organizational failure. Group and Organization Management, 35 (5). pp. 636-665. ISSN 1059-6011. (doi:10.1177/1059601110381492) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:57806)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided.
Official URL:
http://dx.doi.org/10.1177/1059601110381492

Abstract

Although the importance of organizational failure has fostered a steady stream of research, a review of the literature suggests that the majority of studies have focused on firms in the private sector and in developed economies. Despite the increasing occurrence of state-owned firms failing in many developing countries, empirical research on this issue remains scant. Using an in-depth case study of Ghana Airways, this article examines the causes of failure of state-owned organizations in developing countries. This study revealed that, in addition to external factors such as liberalization, frequent changes of the top management team and the decision makers' characteristics contributed significantly to the firm's demise. The theoretical, managerial, and policy implications of these findings are discussed.

Item Type: Article
DOI/Identification number: 10.1177/1059601110381492
Uncontrolled keywords: Africa, airlines, Ghana Airways, organizational failure, state-owned organizations
Subjects: H Social Sciences
Divisions: Divisions > Kent Business School - Division > Department of Marketing, Entrepreneurship and International Business
Depositing User: Joseph Amankwah-Amoah
Date Deposited: 07 Oct 2016 10:45 UTC
Last Modified: 16 Nov 2021 10:23 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/57806 (The current URI for this page, for reference purposes)

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