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Journal articles on the topic 'Downsizing'

Author: Grafiati

Published: 4 June 2021

Last updated: 19 February 2023

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1

Carriger, Michael. "Three strikes and you are out?" Journal of Strategy and Management 10, no. 4 (November 20, 2017): 417–29. http://dx.doi.org/10.1108/jsma-08-2016-0049.

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Purpose Much has been written in both the management and finance literatures about the impact of downsizing on the financial health and market valuation of companies. However, surprisingly little attention has been paid to the frequency of downsizing and the impact of frequent downsizings. The purpose of this paper is to look at trends in downsizing, asking the question are companies that downsize once more likely to downsize again. The paper also looks at the impact of frequent downsizing, asking the question are frequent downsizers differentially impacted compared to less frequent downsizers. Design/methodology/approach Companies that appeared on the Fortune 500 in 2014 and were also on the list in 2008 were assessed for the impact of repeat downsizings on financial measures (profitability, efficiency, debt, and revenue) and market valuation. A trend analysis was conducted to assess the trend in downsizing and repeated downsizing from 2008 through 2014. A series of univariate analysis of variances were conducted to assess the impact of repeated downsizings on the financial and market valuation indicators. Findings Findings indicate that companies that downsize between 2008 and 2009 were more likely to downsize again in future years. And this repeat downsizing happened at a higher rate than would be expected by the percentage of companies that initially downsized. Findings also indicate that multiple downsizings had a significantly negative impact on the company’s financial performance as measured by two profitability ratios (return on assets and return on investment) and a borderline significant negative impact on the company’s market valuation as measured by stock equity, regardless of industry or initial financial health of the company. Originality/value Two competing theories were considered and the evidence found here support both. However, the “band-aid solution” theory, that downsizing may function as a band-aid addressing the symptoms that lead to the downsizing but not the underlying disorder or cause may be a more parsimonious explanation for the results here. It is hoped that these findings will inform both scholars and practitioners, giving both a clearer picture of the impact of multiple downsizings on corporate performance.

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2

Brauer, Matthias, and Martin Zimmermann. "Investor Response to Workforce Downsizing: The Influence of Industry Waves, Macroeconomic Outlook, and Firm Performance." Journal of Management 45, no. 5 (October 5, 2017): 1775–801. http://dx.doi.org/10.1177/0149206317734901.

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Building on behavioral decision-making theory, we study the extent to which current industry downsizing intensity, changes in future macroeconomic outlook, and a firm’s past performance trend influence the relationship between downsizing magnitude and investor response. Based on the analysis of a large-scale sample of downsizing announcements in the United States over a period of 12 years, our results indicate that negative investor responses to downsizings are amplified in periods of industry downsizing waves, in the face of changes in macroeconomic outlook, and subsequent to deteriorating firm financial performance. Additionally, our empirical results suggest that investors’ cross-level aggregation of these cues has a significant, negative compound effect on downsizing firms’ market valuations.

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3

Pierssens, Michel. "Downsizing." SubStance 32, no. 1 (2003): 53. http://dx.doi.org/10.2307/3685696.

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4

Ohashi, Nobuo. "Downsizing." Journal of the Japan Welding Society 62, no. 7 (1993): 505–6. http://dx.doi.org/10.2207/qjjws1943.62.505.

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5

Mullaney, Anne D. "Downsizing." Health Care Management Review 14, no. 3 (1989): 41–48. http://dx.doi.org/10.1097/00004010-198922000-00006.

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6

Jackson, Trevor. "Downsizing." BMJ 328, no. 7439 (March 4, 2004): 590.2. http://dx.doi.org/10.1136/bmj.328.7439.590-a.

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7

GODFREY, CYNTHIA. "Downsizing." Nursing Management (Springhouse) 25, no. 10 (October 1994): 90???93. http://dx.doi.org/10.1097/00006247-199410000-00017.

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8

Klein, Catherine Nichols. "Downsizing." American Journal of Health-System Pharmacy 51, no. 5 (March 1, 1994): 627–30. http://dx.doi.org/10.1093/ajhp/51.5.627.

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9

Vollmann, Thomas, and Mark Brazas. "Downsizing." European Management Journal 11, no. 1 (March 1993): 18–29. http://dx.doi.org/10.1016/0263-2373(93)90020-i.

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10

Ackoff, Russell L. "Downsizing." Systems Practice 7, no. 3 (June 1994): 239–40. http://dx.doi.org/10.1007/bf02169172.

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11

Pierssens, M. "Downsizing." SubStance 32, no. 1 (January 1, 2003): 53–56. http://dx.doi.org/10.1353/sub.2003.0024.

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12

Tucker, David. "Downsizing." Missouri Review 24, no. 1 (2001): 155. http://dx.doi.org/10.1353/mis.2001.0095.

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13

N. Chhinzer, Nita, and Elliott Currie. "Assessing longitudinal relationships between financial performance and downsizing." Management Decision 52, no. 8 (September 9, 2014): 1474–90. http://dx.doi.org/10.1108/md-05-2014-0280.

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Purpose – The purpose of this paper is to suggest that divergent financial performance triggers different rationales for the decision to downsize (excuses, justifications, apologies or denials) and that organizational financial performance post-downsizing varies based on the initial downsizing rationale. Design/methodology/approach – A mixed methods approach paired content analysis of 178 downsizing announcements from 2005 to 2011 with organizational financial data pre and post-downsizing event. Paired sample t-tests determined mean differences in organizational financial performance pre- and post-downsizing based on six commonly used organizational performance measures (accounting and human resources metrics). Longitudinal performance trends were evaluated using event history analysis. Findings – Organizational experiencing both financial growth and decline engage in downsizing, but organizational financial performance varies based on downsizing rationale. For example, organizations engaging in excuse-based downsizing experienced significant levels of volatility and decline pre-downsizing, but growth post-downsizing. However, organizations engaging in justification-based downsizing experienced financial decline pre-downsizing, but no significant additional decline post-downsizing. Research limitations/implications – Collection of information over multiple business or economic cycles, or categorizing organizations based on industry, organizations size or number of employees may provide additional information on the relationship between downsizing and organizational financial performance. Practical implications – Organizational performance pre- and post-downsizing varies based on downsizing rationale. Additionally, metrics used to evaluate downsizing success or failure should be considered carefully. Originality/value – The authors help explain divergent results in existing research on the relationship between downsizing and organizational financial performance by identifying downsizing as a multi-dimensional event. The study indicates that organizational experience both financial growth and decline engage in downsizing, but rationalize the downsizing differently (according to social accounts).

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14

Cohen, Eliot A., and Ethan Kapstein. "Downsizing Defense." Foreign Affairs 73, no. 5 (1994): 151. http://dx.doi.org/10.2307/20046861.

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15

Noronha, Ernesto, and Premilla D’Cruz. "Achieving Downsizing." Global Business Review 6, no. 1 (February 2005): 77–94. http://dx.doi.org/10.1177/097215090500600106.

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16

Bray, Natasha. "Downsizing neurons." Nature Reviews Neuroscience 16, no. 10 (September 3, 2015): 576–77. http://dx.doi.org/10.1038/nrn4027.

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17

Thompson, Fred, and Ethan Barnaby Kapstein. "Downsizing Defense." Political Science Quarterly 111, no. 1 (1996): 191. http://dx.doi.org/10.2307/2151957.

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18

Kutash, Mary Bogos. "Successful Downsizing." Nursing Management (Springhouse) 23, no. 8 (August 1992): 57–58. http://dx.doi.org/10.1097/00006247-199208000-00022.

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19

Didonato, Sandy, and Brian H. Kleiner. "Successful Downsizing." Work Study 43, no. 1 (February 1994): 14–17. http://dx.doi.org/10.1108/eum0000000003991.

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20

Spangler, John D. "Downsizing Physics." American Journal of Physics 63, no. 1 (January 1995): 11–12. http://dx.doi.org/10.1119/1.17789.

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21

TREMBLAY, JEAN-FRANÇOIS. "DOWNSIZING ETHYLENE." Chemical & Engineering News 88, no. 23 (June 7, 2010): 12. http://dx.doi.org/10.1021/cen-v088n023.p012a.

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22

Cohee, Garrett Lane. "Corporate downsizing." Organizational Dynamics 48, no. 1 (January 2019): 38–43. http://dx.doi.org/10.1016/j.orgdyn.2018.01.004.

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23

FREEMANTLE, MICHAEL. "DOWNSIZING CHEMISTRY." Chemical & Engineering News 77, no. 8 (February 22, 1999): 27–36. http://dx.doi.org/10.1021/cen-v077n008.p027.

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24

Mackie, P., and F. Sim. "Population downsizing." Public Health 121, no. 7 (July 2007): 489–91. http://dx.doi.org/10.1016/j.puhe.2007.05.001.

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25

&NA;. "Organizational Downsizing." Back Letter 17, no. 5 (May 2002): 49. http://dx.doi.org/10.1097/00130561-200217050-00001.

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26

Thomas, Jessica. "Downsizing SQUIDs." Nature 443, no. 7111 (October 2006): 517. http://dx.doi.org/10.1038/443517a.

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27

Koob, S., S. Scheidt, T. M. Randau, M. Gathen, M. D. Wimmer, D. C. Wirtz, and S. Gravius. "Biologisches Downsizing." Der Orthopäde 46, no. 2 (January 10, 2017): 158–67. http://dx.doi.org/10.1007/s00132-016-3379-x.

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28

De Meuse, Kenneth P., Thomas J. Bergmann, and Paul A. Vanderheiden. "Corporate Downsizing." Journal of Management Inquiry 6, no. 2 (June 1997): 168–76. http://dx.doi.org/10.1177/105649269762010.

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29

Hinderer, Drew E. "Hospital Downsizing." Journal of Nursing Administration 27, no. 4 (April 1997): 9–11. http://dx.doi.org/10.1097/00005110-199704000-00005.

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30

Braunstein, Milton S. "Downsizing Competence." Chest 111, no. 6 (June 1997): 1478. http://dx.doi.org/10.1378/chest.111.6.1478.

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31

Band, David C., and Charles M. Tustin. "Strategic downsizing." Management Decision 33, no. 8 (October 1995): 36–45. http://dx.doi.org/10.1108/00251749510093923.

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32

Pies, Ronald. "Spring Downsizing." JAMA 320, no. 11 (September 18, 2018): 1203. http://dx.doi.org/10.1001/jama.2018.5762.

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33

MELLAHI, KAMEL, and ADRIAN WILKINSON. "A STUDY OF THE ASSOCIATION BETWEEN DOWNSIZING AND INNOVATION DETERMINANTS." International Journal of Innovation Management 12, no. 04 (December 2008): 677–98. http://dx.doi.org/10.1142/s1363919608002163.

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Using a survey data of UK firms that engaged in downsizing, this paper explores the link between downsizing and innovation determinants. We suggest that the relationship between downsizing and innovation determinants is contingent upon the speed of implementing the downsizing and the severity of downsizing. Overall, the results confirm our general proposition and shed new light on the relationship between downsizing and innovation enhancers, and barriers to innovation.

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34

Liou, Kuotsai Tom, and XiaoHu Wang. "Managerial Value, Financial Condition, and Downsizing Reform: A Study of U.S. City Governments." Public Personnel Management 48, no. 4 (February 4, 2019): 471–92. http://dx.doi.org/10.1177/0091026019826144.

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This study examines downsizing reforms in U.S. city governments to understand the influence of managerial values and financial conditions on the implementation of downsizing strategies. Based on the analyses of national survey data, we found that downsizing tends to be implemented with a package of downsizing factor including structural and procedure changes. We further confirmed that managerial values, measured as their innovative attitudes and ethical concerns, affect downsizing factors of structural changes. Financial conditions, including budget surplus and fund deficits, are not related to downsizing strategies. Implications of the research findings are presented for future studies of public downsizing reforms.

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35

Campbell, Richard, and Lewis Pepper. "Downsizing and Social Cohesion: The Case of Downsizing Survivors." NEW SOLUTIONS: A Journal of Environmental and Occupational Health Policy 16, no. 4 (February 2007): 373–93. http://dx.doi.org/10.2190/h922-8h7j-t3r1-1314.

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36

Gandolfi, Franco, and Magnus Hansson. "Causes and consequences of downsizing: Towards an integrative framework." Journal of Management & Organization 17, no. 4 (July 2011): 498–521. http://dx.doi.org/10.1017/s1833367200001413.

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AbstractThe business literature on the causes and consequences of downsizing has grown significantly over the last three decades. A multitude of causes has been identified. Downsizing is sometimes seen primarily as a cost-reducing response to various crises and external factors over which management has little or no control. Others see downsizing as a strategic management initiative in its own right. A considerable body of literature indicates workforce reductions often lead to negative financial and operational outcomes for the downsizing firm as well as negative psychological outcomes for victims, survivors, and executioners. This research paper represents a literature review on the causes and consequences of downsizing. It addresses a diverse body of literature and suggests an integrative framework on the typical causes and consequences of downsizing as well as outlines some challenges ahead for researchers seeking to advance the knowledge of downsizing.

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37

Gandolfi, Franco, and Magnus Hansson. "Causes and consequences of downsizing: Towards an integrative framework." Journal of Management & Organization 17, no. 4 (July 2011): 498–521. http://dx.doi.org/10.5172/jmo.2011.17.4.498.

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AbstractThe business literature on the causes and consequences of downsizing has grown significantly over the last three decades. A multitude of causes has been identified. Downsizing is sometimes seen primarily as a cost-reducing response to various crises and external factors over which management has little or no control. Others see downsizing as a strategic management initiative in its own right. A considerable body of literature indicates workforce reductions often lead to negative financial and operational outcomes for the downsizing firm as well as negative psychological outcomes for victims, survivors, and executioners. This research paper represents a literature review on the causes and consequences of downsizing. It addresses a diverse body of literature and suggests an integrative framework on the typical causes and consequences of downsizing as well as outlines some challenges ahead for researchers seeking to advance the knowledge of downsizing.

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38

Fujiyama, Keishi, and Makoto Kuroki. "Strategic Management Forecasts and Accounting Choices: A Case of Employee Downsizing in Japan." Journal of International Accounting Research 19, no. 3 (July 28, 2020): 91–109. http://dx.doi.org/10.2308/jiar-17-079.

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ABSTRACT Prior research shows that managers make income-decreasing accounting choices around labor negotiations and predicts that managers disclose bad news during labor negotiations. This study extends the literature by investigating whether disclosure and financial statement reporting practices are consistent during employee downsizing years. Using data from Japanese domestic firms during the period 2002–2016, we find that beginning-of-period management forecasts (i.e., disclosure) are positively associated with during-period negative stock returns for downsizing firms but not for non-downsizing firms. Also, downsizing firms report more conservative earnings at the end of the fiscal year (i.e., financial statement reporting). Our supplementary analyses show no difference in an association between management forecast errors and stock returns between downsizing and non-downsizing firms with during-period negative stock returns, nor in an association between discretionary accruals and employee downsizing. These results suggest that managers strategically inform firms' prospects during employee downsizing years. JEL Classifications: G34; J51; M41. Data Availability: Data are available from the public sources cited in the text.

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39

Carriger, Michael. "Does size matter? The impact of the size of downsizing on financial health and market valuation." Journal of Strategy and Management 10, no. 3 (August 21, 2017): 313–25. http://dx.doi.org/10.1108/jsma-05-2016-0033.

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Purpose Although the management and financial literature is replete with much research looking at the impact of downsizing on the financial health and market valuation of companies employing this practice, there has been very little attention paid to the size of the downsizing effort and its impact. The purpose of this paper is to try and address this lack by looking at companies that downsized in 2008, considering the relative size of the downsizing, and the ongoing financial health and market valuation of the companies. Design/methodology/approach The impact of the size or severity of the downsizing event was assessed using various financial measures as well as a measure of market valuation from one to five years after the downsizing event. A data set of 251 companies that were in the Fortune 500 in 2014 and also in the Fortune 500 in 2008, that either did not change or decreased headcount were assessed longitudinally over a five-year period. Findings Findings indicate that the size or severity of the downsizing did not impact any measures of profitability or efficiency or market valuation, with one exception. The size of the downsizing event was negatively related to return on investment, one year after the downsizing. On the other hand, the size or severity of the downsizing had a positive relationship on the companies’ ability to have enough cash at hand to cover expenses (current ratio) from one to four years after the downsizing. Originality/value This work may provide additional support for the “band-aid solution” theory of downsizing, as suggested by Carriger (2016), downsizing may stop the bleeding but does not address the underlying financial or strategic issue leading to the need to downsize. The hope is that this work will better inform scholars and practitioners, providing a more nuanced picture of the impact of downsizing on corporate financial health and market valuation.

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40

Carriger, Michael. "Do we have to downsize – does the empirical evidence suggest any alternatives?" Journal of Strategy and Management 11, no. 4 (November 19, 2018): 449–60. http://dx.doi.org/10.1108/jsma-08-2018-0079.

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Purpose Given a growing literature indicating that downsizing is not an effective way to address financial decline, having either little impact or negative impact on the financial health or market valuation of financially troubled companies, what is the alternative for those companies in financial trouble? Three sets of alternatives to downsizing are available to companies suffering financial trouble: strategies addressing personnel/fix costs, strategies focused on addressing cost cutting/variable costs and strategies addressing strategic planning/revenue. Although alternatives to downsizing have been identified, little research has been conducted comparing the impact of downsizing vs alternatives to downsizing on firm performance. The paper aims to discuss this issue. Design/methodology/approach This present study looked solely at strategies focused on addressing personnel/fix costs. Focusing primarily on forced attrition (downsizing) vs temporary attrition and/or natural attrition, this research attempts to determine whether specific groupings of alternatives to downsizing are more effective at addressing financial decline that companies find themselves in as compared to downsizing. This included relying on temporary attrition, natural attrition or doing nothing at all. Findings The research presented here indicates that various alternatives to downsizing have an immediate positive impact on measures of profitability and a positive long-term impact on one measure of efficiency: revenue per employee. Evidence shows that temporary attrition leads to better financial outcomes than natural attrition than forced attrition or downsizing. Originality/value The research presented here indicates that various alternatives to downsizing have an immediate positive impact on measures of profitability and a positive long-term impact on one measure of efficiency: revenue per employee. This has implications for managers put in the position of having to make a decision whether to downsize or not.

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41

Tsai, Philip Cheng-Fei, and Chih-Ting Shih. "When responsible downsizing strategy meets employee-oriented leadership: Implications for downsizing performance." Journal of Management & Organization 19, no. 5 (September 2013): 583–97. http://dx.doi.org/10.1017/jmo.2014.1.

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AbstractThis study examines whether a responsible downsizing strategy and employee-oriented leadership are complementary in strengthening firm performance after downsizing. This study investigated 154 firms that have used an organizational downsizing strategy with surveys and follow-up focus groups. Results of both the empirical evidence and qualitative data demonstrates that for firms adopting an employee-oriented leadership style, the level of responsible downsizing strategy is high and firm performance is significantly increased. Specifically, the results of the focus groups indicate that a responsible downsizing strategy deepens the loyalty and faith of employees to their employer. These theoretical and practical implications are also discussed.

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42

Cheng, Christopher J., and W. Mark Saltzman. "Downsizing tumour therapeutics." Nature Nanotechnology 7, no. 6 (June 2012): 346–47. http://dx.doi.org/10.1038/nnano.2012.89.

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43

Melhem, D. H. "Downsizing Flint, Michigan." Socialism and Democracy 24, no. 2 (July 2010): 248. http://dx.doi.org/10.1080/08854301003746981.

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44

Ziegler, B. L., A. Böhm, and A. Fritz. "Downsizing Scaling Relations." EAS Publications Series 20 (2006): 303–4. http://dx.doi.org/10.1051/eas:20060101.

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45

Osborne, I. S. "PHYSICS: Downsizing Synchrotrons." Science 320, no. 5872 (April 4, 2008): 21d—23d. http://dx.doi.org/10.1126/science.320.5872.21d.

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46

Isabella, Lynn A. "Downsizing: Survivors' assessments." Business Horizons 32, no. 3 (May 1989): 35–41. http://dx.doi.org/10.1016/0007-6813(89)90006-2.

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47

Imberman, Woodruff. "Managers and downsizing." Business Horizons 32, no. 5 (September 1989): 28–33. http://dx.doi.org/10.1016/0007-6813(89)90079-7.

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48

Golloch, Rainer, and Günter P. Merker. "Downsizing bei Verbrennungsmotoren." MTZ - Motortechnische Zeitschrift 66, no. 2 (February 2005): 126–31. http://dx.doi.org/10.1007/bf03227254.

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49

Zirkel, Perry A., and Ivan B. Gluckman. ""Downsizing" School Principals." NASSP Bulletin 80, no. 578 (March 1996): 99–101. http://dx.doi.org/10.1177/019263659608057813.

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50

Schommers, Joachim, Ralph Weller, Michael Böttcher, and Wilhelm Ruisinger. "Downsizing diesel engines." MTZ worldwide 72, no. 2 (February 2011): 12–15. http://dx.doi.org/10.1007/s38313-011-1033-x.

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