Business Research Methodology

This document provides a comprehensive overview of business research methodology, focusing on the concept of organizational restructuring. It discusses the significance of restructuring, theories related to organizational changes, and the impact of restructuring on employees and organizations. The document also highlights issues and challenges in the restructuring process and provides recommendations for effective restructuring practices. It is a valuable resource for students studying business and management.

Running head: BUSINESS RESEARCH METHODOLOGY
BUSINESS RESEARCH METHODOLOGY
Name of the student
Name of the university
Author note

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Table of contents
Chapter 3: Literature review............................................................................................................2
3.0 Introduction................................................................................................................................2
3.1 Organizational restructuring......................................................................................................2
3.2 Impact of organizational restructuring.......................................................................................3
3.4 Issues regarding organizational restructuring process...............................................................4
3.5 Theory regarding organizational restructuring..........................................................................5
3.6 Findings.....................................................................................................................................7
3.7 Literature gap.............................................................................................................................7
3.8 Conclusion.................................................................................................................................7
Reference list and bibliography.......................................................................................................9

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Chapter 3: Literature review
3.0 Introduction
The chapter has shed light on the basic concept of organizational restructure. By
highlighting the significance of organizational restructuring the chapter has introduced different
theories regarding organizational changes. By continuing this, highlighting different issues
related to the organizational restructuring process and its psychological and physical impact on
the employees, the chapter has focused on providing measurable recommendations.
3.1 Organizational restructuring
The term organizational restructuring can be considered as the delicate phrase that brings
the huge changes in organizational life as well as the people who are associated with the
company (Holten & Brenner, 2015). Depending on the situational as well as growth needs in an
organization, the organizational restructuring process is being developed. In order to drive the
financial adjustments in the workplace, the significance of organizational restricting process
cannot be denied. The corporate restructuring process in an organization can be developed based
on various reasons.in the words of Abildgaard, Nielsen and Sverke (2018), the corporate
restructuring can be done based on different reasons. In order to incorporate the technological
innovation, the organizational restructuring brings positive impact towards its growth. By
supporting this Micucci and Rossi (2017) opined that in most of the cases, it has been identified
that management decides to bring the restructuring process for installing the innovative software
or any other improvement tools, which can bring benefits for both the employees and employers.
On the other hand, it is true that in case of talent acquisition, corporate restructuring process
brings the significant impact on the organizational practices. In case of reducing expenses or

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gaining the competitive advantage, the organizational restructuring process is highly popular
among the organizations (Korski, Tobór–Osadnik & Wyganowska, 2016). some of the cases,
based on the changes made by the organizations, not only the productivity gets influenced, but
also it can play an important role for bringing the improvement in organizational culture.
Therefore, it cannot be denied that corporate restructuring process has strong impact on the
business expansion.
Based on the determination of thee area, in which improvement is required, the
restructuring process is being developed. By continuing this, it has been identified that in order
to introduce effective restructuring practices, it is very important for analyze the situational
importance. Introducing the restructuring process in an organization is not only a lengthy process
but also the complexity of this process cannot be denied. It is true that in case of implementing
the restructuring plan risks factors cannot be totally avoided (Koukoulaki et al., 2017).
Depending on the strength as well as weaknesses of the company the restructure program is
being developed in which both the short term and long term plans are being included. It is true
that in case of developing the restructuring planning process, funding is being considered as one
of the important elements. After the completion of restructuring process, result evaluations are
being done so that both the positive and negative site of the plan can be properly analyzed.
3.2 Impact of organizational restructuring
The corporate restructuring process is basically being introduced for bringing the
organizational efficiency (Girod & Whittington, 2017). Hence, it can be said that in case of
restructuring, the struggle of the organization towards development is being reduced. By
bringing the management changes, the restructuring process brings the major impact on
organizational development. Analyzing the impact of organizational restructuring process, it has

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been identified that organizational restructuring influences the organizational shift in both the
positive and negative manner. Some of the cases, in order to enter in a new market or introducing
new product in the market, the organizational restructuring process is being implemented. In the
organizational restructuring process new management is being introduced for bringing the
positive changes in the workplace. Some of the cases, due to changes in administrative working
procedure, employees face challenges for adapting the practices. On the other hand, it is also true
that due to lack of adaption abilities, during the restructuring process, employee turnover rat also
gets influenced. Not only thee organizational shift but also it brings the strong impact on the
financial strategies adapted by the organizations. It cannot be denied that in most of the cases, the
organizational restructuring process is being developed based on reducing the costs of the
company operations (Benos et al., 2016). It has been identified that the financial strategically
changes some of the cases helps to introduce merge and acquisition strategy that helps to manage
the long term expansion benefits in the organization. Distribution strategy of the company is
being highly influenced based on the business restructuring process (Singh, Mahmood &
Natarajan, 2017). It is true that based on the analysis, it has been identified that in case of one
way restructuring process, different sales channels bring impact on the product fulfillment,
customer service, information technology and accounting services. Restructuring helps to
implement the rebranding process. Some of the cases, marketing messages are being added by
bringing the changes in distribution strategy and the developing product mix.
3.4 Issues regarding organizational restructuring process
Organizations are being considered as the organic communities which are being forced
towards the innovation process for ensuring those sustainability. In case of bringing ever
changing and forced dynamic process, operational changes are being occur. Some of the cases,

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the adaption of organizational changes create major barrier for the employees. Therefore,
confusion and disruptions can be considered as the common elements in every change process.
Some of the cases, restructuring does not bring any typical improvements in the organizational
productivity. Due to lack of implementation processes, some of the cases, the improvement effort
fails, which dissatisfied the physical and psychological expectations of individuals (Eisenhardt &
Bhatia, 2015). It is true that some of the cases based on changes stakeholders are being
sensitized, which increases the risks in the organization.
3.5 Theory regarding organizational restructuring
Analyzing theoretical aspects of organizational restructuring process, it has been
identified that by bringing the changes in process, procedure, strategies, culture and technologies,
the organizational restructuring plan is being implemented. Based on the organizational change
development process, various theories have been introduced.
3.5.1 Lifecycle theory
In the year 1999, thee lifecycle theory has been introduced by Aldrich. The lifecycle theory
on change development, can be divided into three fundamental groups.
 Development model: As per the development model, the organizational changes are
being composed based on different stages such as growth stage, emergency stage,
maturity stage and decline stage (Lowell, 2016).
 Metamorphosis model: This model is being considered as thee halfway of theories and
evaluation process. In this case, the changes are being introduced for those organizations
which do not fit in the environment. As per the metamorphosis model, changes occur

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based on abrupt way rather than the gradual way. In this model the internal restricting is
being highlighted for gaining the better result.
 Scenario model: Depending on the assumptions and decisions made by the managers, the
scenario model is being developed.
3.5.2 Evolutionary theory
As per the evolutionary theory, the change is being introduced in case of gaining the
competitive advantage. By develop change framework, community engagement and structural
changes in the organization is being introduced. In the evolutionary theory, change is being
introduced based on the VSR processes (variation-selection-retention). In the cycle of variation-
selection-retention, the simple process of change is being introduced (Chiu & Yen, 2015). By
developing the stress between two parties, the evolutionary theory supports Darwinism. By
continuing this it can be said that in case of understanding the population ecology, evolutionary
theory plays an effective role.
3.5.3 Dialectical theory
In this theory, change is being developed due to conflicting situation. In case of
Dialectical theory, based on the assumption characteristics, domination as well as controlling
process in the organization can get influenced. Not only based on the internal perspectives, but
also highlighting the external perspectives of the organization, the change process is being
introduced. It is mentioned in this theory that the power of change is being developed based on
the situational need the organization.
3.5.4 Teleological theory

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By highlighting the organizational contribution towards achieving the specific objectives,
Teleological theory is being characterized. Depending on the continuous growth opportunities,
the reformulation of objectives is being done. By continuing this it can be said that based on the
constant feedback cycle, the Teleological theory helps to analyze the organizational problem and
provide better solutions (Chiu & Yen, 2015).
3.6 Findings
In the literature it has been identified that bringing the management changes, the
restructuring process brings the major impact on organizational development. In case of bringing
ever changing and forced dynamic process, operational changes are being introduced. By
continuing this it has also been identified that in case of entering in the new market place,
restructuring the business helps the organization to set different skills, which can help the
company to provide better services to the customers in better manner. The literature has shed
light on different theoretical aspects of organizational process. In this chapter different
restructuring issues such as lack of adaption abilities among the stakeholders, risk factors and
implementation challenges have been mentioned.
3.7 Literature gap
Analyzing the entire literature review, it can be said that in the literature review, different
theoretical aspects organizational restructuring process have been mentioned. However, the
implications of these theories have not been mentioned clearly. On the other hand, highlighting
the issue of organizational restructuring process, the literature has not disused about measurable
solutions for dealing with the situational challenges.

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3.8 Conclusion
Analyzing the entire research, different theoretical aspects of organizational restructuring
process has been highlighted. In this chapter, it can be concluded that in case of bringing the
positive growth in an organization restructuring process is important. Understanding both the
benefits and issues of organizational restructuring process its impact on individuals has been
understood.

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Reference list and bibliography
Abildgaard, J. S., Nielsen, K., & Sverke, M. (2018). Can job insecurity be managed? Evaluating
an organizational-level intervention addressing the negative effects of
restructuring. Work & Stress, 32(2), 105-123.
Benos, T., Kalogeras, N., Verhees, F. J., Sergaki, P., & Pennings, J. M. (2016). Cooperatives’
organizational restructuring, strategic attributes, and performance: The case of
agribusiness cooperatives in Greece. Agribusiness, 32(1), 127-150.
Chiu, R. H., & Yen, D. C. (2015). Application of organizational life cycle theory for port reform
initiatives in Taiwan. Research in Transportation Business & Management, 14, 14-24.
Eisenhardt, K. M., & Bhatia, M. M. (2017). Organizational complexity and computation. The
Blackwell companion to organizations, 442-466.
Girod, S. J., & Whittington, R. (2017). Reconfiguration, restructuring and firm performance:
Dynamic capabilities and environmental dynamism. Strategic Management
Journal, 38(5), 1121-1133.
Holten, A. L., & Brenner, S. O. (2015). Leadership style and the process of organizational
change. Leadership & Organization Development Journal, 36(1), 2-16.
Korski, J., Tobór–Osadnik, K., & Wyganowska, M. (2016). Reasons of problems of the polish
hard coal mining in connection with restructuring changes in the period 1988–
2014. Resources Policy, 48, 25-31.
Koukoulaki, T., Pinotsi, D., Georgiadou, P., Daikou, A., Zorba, K., Targoutzidis, A., ... &
Drivas, S. (2017). Restructuring seriously damages well-being of workers: The case of

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the restructuring programme in local administration in Greece. Safety science, 100, 30-
36.
Lowell, K. R. (2016). An application of complexity theory for guiding organizational
change. The Psychologist-Manager Journal, 19(3-4), 148.
Micucci, G., & Rossi, P. (2017). Debt restructuring and the role of banks’ organizational
structure and lending technologies. Journal of Financial Services Research, 51(3), 339-
361.
Singh, K., Mahmood, I. P., & Natarajan, S. (2017). Capital Market Development and Firm
Restructuring During an Economic Shock. Organization Science, 28(3), 552-573.