An analysis of the content of turnaround strategies in the commercial banking industry is presented. Most prior work on turnaround strategies examined durable product industries rather than service industries. Theory developed in this past work is used to predict the content of turnaround strategies in this service industry. Discriminant analysis is used to test the predictions. The turnaround prescriptions developed in the durable goods industries are found to be valid predictors in the commercial banking industry. Suggestions are made to encourage further study of applications of the strategic paradigm in service industries.
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Hugh M. O’Neill (1986) studied this question.
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