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University of Zimbabwe Business Review, Volume 4, No. 2, July-December 2016

Figure 4 University of Zimbabwe Business Review, Volume 4, No. 2, July-December 2016

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Figure 1: Judicial management 2010-2014 Master’s Log Given the growing number of company closures, Judicial Management applications and liquidation cases, there is a heightened need for studies to be conducted in the area of Judicial Management in order to avert imminent economic collapse emanating from rampant company failures. The companies that were placed under judicial management constituted both small and large-sized companies.
Figure 1: Judicial management 2010-2014 Master’s Log Given the growing number of company closures, Judicial Management applications and liquidation cases, there is a heightened need for studies to be conducted in the area of Judicial Management in order to avert imminent economic collapse emanating from rampant company failures. The companies that were placed under judicial management constituted both small and large-sized companies.
Table 1: Population and sample framework
Table 1: Population and sample framework
Figure 2: Commonly used strategies
Figure 2: Commonly used strategies
Table 2: Response rate
Table 2: Response rate
Turnaround strategies for distressed Zimbabwean companies operating under judicial management From an operational perspective, the findings indicated that most Judicial Managers adopted a cash flow management strategy coupled with collecting and reducing accounts receivables, see Figure 4 below.
Turnaround strategies for distressed Zimbabwean companies operating under judicial management From an operational perspective, the findings indicated that most Judicial Managers adopted a cash flow management strategy coupled with collecting and reducing accounts receivables, see Figure 4 below.
a. Predictors: (Constant), Number of years in business, Managerial strategies, portfolio strategies, Age of respondent, Gender of respondent, Financial strategies, Qualification of respondent, Operational strategies, Position in organisation, Type of industry, Number of employees in organisation, JMskillsandcompetencies b. Dependent Variable: Post]Morderperformance Table 3: Model Summary”
a. Predictors: (Constant), Number of years in business, Managerial strategies, portfolio strategies, Age of respondent, Gender of respondent, Financial strategies, Qualification of respondent, Operational strategies, Position in organisation, Type of industry, Number of employees in organisation, JMskillsandcompetencies b. Dependent Variable: Post]Morderperformance Table 3: Model Summary”
Table 4: Anova Test? a. Dependent Variable: Post}Morderperformance b. Predictors: (Constant), Number of years in business, Managerial strategies, portfolio strategies, Age of respondent, Gender of respondent, Financial strategies, Qualification of respondent, Operational strategies, Position in organisation, Type of industry, Number of employees in organisation, JMskillsandcompetencies
Table 4: Anova Test? a. Dependent Variable: Post}Morderperformance b. Predictors: (Constant), Number of years in business, Managerial strategies, portfolio strategies, Age of respondent, Gender of respondent, Financial strategies, Qualification of respondent, Operational strategies, Position in organisation, Type of industry, Number of employees in organisation, JMskillsandcompetencies
Given the p values of only two of the determinants (financial strategies and operational strategies) are less than 0.05, the revised model becomes Post JM order performance= 1.569 + 0.209FINs+ 0.167Ops. This means that the performance of companies under judicial management is positively impacted by financial strategies and operational strategies. It is also worth pointing out that gender was nota statistically significant variable to effect the results. Table 5 below shows the regression coefficients of the model proposed above.
Given the p values of only two of the determinants (financial strategies and operational strategies) are less than 0.05, the revised model becomes Post JM order performance= 1.569 + 0.209FINs+ 0.167Ops. This means that the performance of companies under judicial management is positively impacted by financial strategies and operational strategies. It is also worth pointing out that gender was nota statistically significant variable to effect the results. Table 5 below shows the regression coefficients of the model proposed above.
Table 6: Hypotheses testing summary Turnaround strategies for distressed Zimbabwean companies operating under judicial managemen
Table 6: Hypotheses testing summary Turnaround strategies for distressed Zimbabwean companies operating under judicial managemen
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