Turnaround-Management in KMU und die Rolle der Führungskräfte, unter der Berücksichtigung möglicher Branchenunterschiede im industriellen Werkzeugbau

This thesis investigates the turnaround-management in SME-companies, focused on tool-making companies, in special consideration of the role and influence of the management during this critical situation of a company. SME-companies take’s an important role of the economic, as economic unit and also employer. They have their own specific characteristics and frameworks, which are not comparable with non-SME-companies. Toolmaking companies are also very often SME-companies, which are (more) affected by crisis and economic changes as others. Toolmaking companies have a key-position in the supply-chain of the worldwide industry.
The critical review of the existing literature concerning the turnaround-management, SME-companies and also leadership theory shows, that there was gap, which should be closed. There was a demand from the practice, which should be closed by the sciences. Actual researches haven’t considered the special characteristics of the SME-companies, in special toolmaking-companies, during the turnaround-management in consideration of the role and influence of the management.
Two research questions are developed to investigate the topic. This research questions and the theoretical research of the existing literature are also the basis for theoretical hypotheses, which are developed, based on that. These hypotheses are evaluated as part of the research. The research takes the form of expert-interviews by utilizing the qualitative methodology.
The empirical approach examines how the theoretical findings are to evaluate by the experts from the praxis (practical experience). For that, twelve experts from the turnaround-business (“Consultants”) were interviewed. These interviews gave also the opportunity to discuss different influences on the turnaround-management and the role of the management during this critical stage of a SME-company of the tool-making-industry. Different main influencing factors could so highlighted.
The thesis presents a new understanding of the role of management in a SME-company during a turnaround. The analysis shows that is important to consider in the turnaround-management of a SME-company also the special frameworks of SME’s too increase significantly the chance of a successful turnaround.
Based on the analysis and findings of this empirical approach are recommended actions formulated for the using in the daily practice of the companies.