What Could Have Been Done? Circuit City: A Case Study of Management and Employee Performance Failure. Issue 4 (April 2014)

• Record Type: Journal Article
• Authors: Campbell, Todd A.
• Is Part Of: Performance improvement. Volume 53:Issue 4(2014:Apr.)
• Page Start: 16
• Page End: 23
• Publication Date: 2014-04
• Subjects: Organizational learning -- Periodicals; Organizational effectiveness -- Periodicals; Performance -- Periodicals; Employees -- Training of -- Periodicals; 658.314
• DOI: 10.1002/pfi.21405
• Languages: English
• ISSNs: 1090-8811

Abstract

<abstract abstract-type="main"> <title> <x xml:space="preserve">Abstract</x> </title> <p>This case study is an employee performance analysis that utilizes Gilbert's behavior engineering model (Gilbert, <xref ref-type="link" rid="pfi21405-bib-0007">2007</xref>) as a theoretical framework to examine the events that caused Circuit City to fail in 2008. Additionally, the case study views the events through a systemic lens. As management implemented changes, employee morale and performance faltered, which in turn affected customer perceptions and attitudes. Taken together, these actions resulted in a negative feedback loop that greatly contributed to the demise of the company.</p> </abstract>