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Activities with the highest cash flow impacts should be chosen first during the retrenchment phase (Finkin 1985).
Nevertheless, entering into a retrenchment phase as a reaction to corporate decline seems inevitable (Robbins and Pearce 1993).
During the retrenchment phase, CAPEX reductions can effectively lessen financial tightening, and during the stabilization phase, CAPEX increases rejuvenate assets' productivity (Schendel et al. 1976).
Thus, organizational process restructuring is most effective when implemented during the retrenchment phase of corporate turnaround, even when defined as stabilizing and growth oriented (Eichner 2010).
Regarding the retrenchment phase's intensity, most researchers support the implementation of severe cost-cutting actions during the initial turnaround phase.
This high dependency on organizational and contextual factors may explain the inconclusive results regarding the retrenchment phase's timing and severity.
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Moreover, Barker and Duhaime (1997) and Chowdhury and Lang (1996) find an increased likelihood of survival if private firms enter retrenchment phases.
Phase 3, severe retrenchment by consumers, and phase 4, the globalization of the downturn, are commencing and will drag down the goods and services economy.
However, various process models can be decomposed into principal retrenchment and subsequent recovery phases (Eichner 2010).
Although a recovery phase's importance subsequent to retrenchment is conceptually established, the empirical white spot remains imminent.
As recovery activities are based on investments, organizational refocus, and growth, a certain liquidity is necessary; hence, retrenchment might be an obligatory antecedent to an effective recovery phase (Eichner 2010).
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