Role of stakeholders in business rescue

South African Journal of Business Management


 
 
Field Value
 
Title Role of stakeholders in business rescue
 
Creator Lusinga, Dumisani D. Fairhurst, Keith J.
 
Subject Business rescue; Stakeholders; Financial Distress; Turnarounds business rescue; stakeholder theory; affected parties; stakeholders; business rescue practitioner (BRP); post-commencement finance (PCF).
Description Purpose: It is widely accepted that stakeholders play a role in the turnaround of an organisation. However, the exact role is unclear. This study set out to investigate the roles of stakeholders in the success of business rescue through the lens of stakeholder theory.Design/methodology/approach: The study research design is qualitative following an exploratory approach. The choice of technique for the study was semi-structured interviews.Findings/results: The findings indicate that key stakeholders go beyond affected parties as described by Chapter 6 of the Companies Act. Creditors are considered the most influential stakeholders due to their ability to vote on the business rescue plan, followed by post-commencement funders and employees, to ensure business continuity. Customers were given the same level of importance by the business rescue practitioners as other affected parties. Due to the dynamic nature of business rescue, business rescue practitioners prioritise resourceful stakeholders when managing the process. A simplified framework illustrating roles of stakeholders during business rescue is presented.Practical implications: Stakeholder management should be recognised as a valuable exercise that must be allocated time and resources. Business rescue practitioners should recognise stakeholder influences at different stages of the business rescue process.
 
Publisher AOSIS
 
Contributor
Date 2020-08-12
 
Type info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion —
Format text/html application/epub+zip text/xml application/pdf
Identifier 10.4102/sajbm.v51i1.1957
 
Source South African Journal of Business Management; Vol 51, No 1 (2020); 11 pages 2078-5976 2078-5585
 
Language eng
 
Relation https://sajbm.org/index.php/sajbm/article/view/1957/1602 https://sajbm.org/index.php/sajbm/article/view/1957/1601 https://sajbm.org/index.php/sajbm/article/view/1957/1603 https://sajbm.org/index.php/sajbm/article/view/1957/1600
 
Coverage — — —
Rights Copyright (c) 2020 Dumisani D. Lusinga, Keith J. Fairhurst https://creativecommons.org/licenses/by/4.0