Готові списки джерел за темами / Downsizing

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  2. Дисертації
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Добірка наукової літератури з теми "Downsizing"

Автор: Grafiati
Опубліковано: 4 червня 2021
Оновлено: 9 червня 2025

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Статті в журналах з теми "Downsizing"

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

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

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Дисертації з теми "Downsizing"

1

Kang, Hyun-gu. "Organizational downsizing." Online version, 1999. http://www.uwstout.edu/lib/thesis/1999/1999kang.pdf.

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SABERE, Ismaël, and Samed TÖZMAL. "Downsizing : The Ethical Perspective." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-5781.

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Nwoye, Chizoba C. "Retaining Employees After Downsizing." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3713.

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Oil and gas industry business leaders who fail to implement adequate talent retention strategies experience reduced profits and sustainability challenges. During the first 2 years following downsizing, 67% of organizations using excuse-based downsizing reflected reduced sales and profitability, and 11% of such organizations experienced financial losses. The purpose of this multiple case study was to explore the strategies that successful Calgary medium size oil and gas businesses implemented to retain talented employees after downsizing. The population for the study included business leaders of 3 medium oil and gas businesses in Calgary, Canada, who had successfully implemented talented employee retention strategies. Data were collected from interviews with the leaders and from artifacts such as the company websites and social media pages. Inductive analysis was guided by the transformational leadership theory and human capital theory, and trustworthiness of interpretations was bolstered by member checking. Five themes emerged: transformational leadership, training survivors, establishing trust, rewarding and recognizing surviving employees, and competing for survivor employees with other industries. The application of the findings from this study could contribute to positive social change by providing insights for medium oil and gas business leaders on the strategy implementation for talent retention that increases workplace stability and employees supporting their families as well as contributing positively to their communities.
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Brock-Mack, Judith. "An analysis of NAVSEA downsizing." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1994. http://handle.dtic.mil/100.2/ADA292021.

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Dietrich, Kristina. "Survivor-Reaktionen im Downsizing-Kontext." Diss., lmu, 2013. http://nbn-resolving.de/urn:nbn:de:bvb:19-154070.

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Gau, Wen-Bing. "Learning through downsizing in Taiwan." Thesis, University of Warwick, 2004. http://wrap.warwick.ac.uk/71964/.

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This thesis is based on a study with 42 public servants, who were white-collar workers in the Taiwan Provincial Government (TPG). The downsizing in the TPG is used as an opportunity to explore how particular public servants adjust themselves to changes, how they interact with the bureaucratic organisation and how they use interpersonal networks to sort out difficulties in their work. In order to understand these situations, the case study method is used. Semi-structured interviews are also employed in this study. This study aims to re-conceptualise learning, with reference to the way public servants interact with their colleagues and their environment. It attempts to build on the view that individuals' learning in bureaucratic organisations can be triggered by social processes emanating from their mutual engagements and shared practices. The claim is supported by data associated with introducing and discussing the concept of communities of practice. It supports the view that learning is a social practice and that its motivation grows out of the interaction between interpersonal networks and daily sense-making activities. Based on this argument, the thesis traces 4 basic elements in relation to the desire to be accepted by the group, making comparisons, establishing interpersonal networks and engaging in exchanges. The argument is that learning is a by-product of social interactions. Considering the relationship between power and the market in knowledge, individuals engage in a learning process in order to acquire particular resources. This research indicates that the sluggish system such as the TPG still has the potential to break the power hierarchy of the bureaucracy so as to facilitate its members' learning of organizational knowledge. This research also suggests that the influence of the basic elements is modulated by 3 factors - one's value system, official business and one's attitude to interactions.
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Winkelmann, Sabine. "Customer-related consequences of downsizing /." [S.l. : s.n.], 2008. http://swbplus.bsz-bw.de/bsz294355618inh.htm.

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Sor, Roger Michael David. "Strategies that lead to downsizing." Thesis, Sor, Roger Michael David (1997) Strategies that lead to downsizing. PhD thesis, Murdoch University, 1997. https://researchrepository.murdoch.edu.au/id/eprint/52654/.

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This study began as a general inquiry into downsizing and then focused on two objectives which became the research question: What strategies allow an organization to continue performing functions, once the decision to downsize has been made, and what combination of strategies will be optimal (or at least satisficing) for the organization at a given point in time? While the study commenced with the aim of using a grounded theory methodology, difficulties experienced in obtaining a rich set of responses from interviewees, necessitated making modifications. Both quantitative and qualitative methodologies were adopted. Data were collected during two rounds of semi-structured interviews, from organizations in the metropolitan area of Perth, Western Australia. During the first round of interviews, thirteen strategies that lead to downsizing were identified, along with nine associated properties. These were used to construct a questionnaire which was administered during the second round of interviews. Subsequently, two further strategies were identified, but not included in the questionnaire or quantitative analysis. The quantitative analysis of the questionnaire data lead to a three-level indicative model of the associations between the strategies, properties and organizations. The qualitative analysis was conducted using fifty three examples extracted from the interviews. These examples were used to amplify the quantitative relationships, provide counter examples and show that a range of responses is possible, under various sets of conditions. While the model developed is indicative and not predictive, it will provide management with a tool which will assist them to decide which downsizing strategies are appropriate in their particular circumstances.
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Chipunza, Crispen. "Factors influencing survivor qualities after downsizing." Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1219.

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Today organisations all over the world have to cope with the ever-increasing rate of local and global change. Those in developing countries have to cope with the inefficiencies engendered by state-led economic, developmental and political strategies, such as new government regulations. These have had an impact on the management of human resources and are exemplified by an increasing adoption of strategies meant to reduce pressure on costs and margins. An increasing popular management response to these challenges has been to engage in some form of organisational restructuring such as downsizing. Often employees who remain (survivors) after downsizing are not given much attention, yet the achievement of new strategic goals depends on the survivors having positive attitudes, relentless commitment and high motivation. Research indicates that employees who are motivated and committed contribute vastly to the financial-bottom-line of the organisation. Therefore, downsizing organisations should continuously search for ways to increase such qualities among their survivors. The objective of this study was to identify the factors that influence the attitudes, commitment and motivation of survivors in a developing economy with a volatile environment. To achieve this objective, a theoretical survivor quality model was presented. In order to present the model, firstly, a literature survey on the importance of survivor quality in terms of attitudes, commitment, and motivation among survivors was conducted. Secondly, literature survey pertaining to the drivers of survivor quality was done, and thirdly, literature dealing with strategies to deal with survivor quality was surveyed. The theoretical survivor quality model was used to compile the research instrument that determined the attitudinal, commitment and motivational levels of survivors, how the three constructs are related after downsizing, as well as the factors influencing the observed levels. The questionnaire was randomly distributed among survivors in the selected manufacturing organisations in Zimbabwe. The empirical results obtained from the study showed that survivors in a developing economy with a volatile environment had moderate levels of attitudes, commitment ad motivation. Two categories of factors were identified as important in influencing these levels. They were downsizing strategy and demographic factors. The downsizing strategy factors were communication and victim support, while education, age, and number of years employed emerged as the demographic factors. The study further highlighted that older survivors with less education contributed more to the moderate levels of attitude, commitment and motivation observed. The study highlights that these variables must be taken into consideration when implementing downsizing in an economically volatile environment in order to manage survivor quality. A further point emanating from the study is that prior to downsizing, organisations should adopt effective communication strategies throughout the process. The key factors identified as influencing survivor quality in this study were integrated into the survivor quality model which can be used by other organisations in a similar context to manage survivor quality in order to increase their efficiency, effectiveness, iv and competitive advantage after downsizing.
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FERREIRA, LUIZ ANTONIO DE ASSIS. "DOWNSIZING AND STRESS: A CASE STUDY." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2003. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=4300@1.

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O propósito deste trabalho é analisar a relação existente entre downsizing e estresse a partir de um fato concreto: a redução de pessoal ocorrida na GE Celma, no ano de 2002, e seus efeitos na Organização e nos sobreviventes. A GE Celma constitui uma empresa representativa no Brasil e no mundo, como referência na manutenção e reparos de motores aeronáuticos. A realização deste trabalho baseia-se em um estudo de caso e se fundamenta em um referencial teórico desenvolvido através da leitura de livros e artigos de revistas especializadas que abordam os temas downsizing e estresse. Para tanto, como forma de coleta de dados, efetuamos uma série de quarenta e cinco entrevistas com os funcionários sobreviventes da Empresa. O resultado das entrevistas foi tratado de forma qualitativa, o que exigiu uma análise de conteúdo das opiniões, interpretações e reflexões dos sujeitos da pesquisa. O resultado da pesquisa levou-nos a verificação de que a prática do downsizing tem como conseqüência um aumento no nível do estresse dos sobreviventes, provocado, principalmente, por aumento no volume de trabalho, maior responsabilidade e insegurança quanto à manutenção do emprego. Foi possível inferir que, dado a sua abrangência, o downsizing tangibilizou uma mudança no contrato psicológico. O resultado do estudo possibilitou-nos apresentar recomendações para reduzir os efeitos negativos do downsizing nas organizações. Neste sentido, garantir que os empregados sejam tratados com respeito, informando os motivos reais que levaram a empresa a reduzir o quadro de pessoal; diminuir a ambigüidade de papéis, através de um enriquecimento de cargos; estabelecer um sistema de acompanhamento de desempenho individual; estabelecer um sistema de comunicação ágil e eficiente e privilegiar o empowerment, propiciando aos empregados um aumento no poder de decisão, são alternativas para ações de Recursos Humanos de modo a reduzir os impactos indesejados do downsizing. Além disso, interessa-nos, outrossim, contribuir com as empresas que necessitarão fazer redução de pessoal, permitindo-lhes entender e minimizar as prováveis conseqüências nos sobreviventes.<br>This work aims to analyze the relationship between downsizing and stress in GE Celma during the year 2002 and its effects on the organization and the remaining employees. The choice of GE Celma is due to its position in Brazil and worldwide as a reference company of maintenance and repair of aeronautic engines. This work was based on the study of a case and the literature about downsizing and stress published in books or articles in specialized journals. Data was collected through 45 interviews answered by the remaining employees of the company. The results of these interviews were qualitatively worked out, analyzing the opinion, comprehensions and thoughts of the subjects of the survey. As of the result of the survey, it was possible to observe that the downsizing leads to an increase of stress on the remaining employees, mainly caused by the increase of work, greater responsibilities and insecurity regarding maintenance of jobs. It was possible inferred that downsizing also changed the psychological contract. Based on the result of the study, it was possible to provide advices to reduce negative downsizing impact within organizations. Also, assuring respectful treatment to employees, informing the actual reasons for downsizing, reducing ambiguity of roles, establishing a follow-up system of individual performance, establishing a fast and efficient communication system and privileging empowerment involving employees in the decision making process are alternatives for Human Resources actions to be taken in order to diminish unwanted impact of downsizing. Besides, it shall help the companies, which may need to downsize, to mitigate possible consequences on the remaining employees.
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Книги з теми "Downsizing"

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Cooper, Cary L., Alankrita Pandey, and James Campbell Quick, eds. Downsizing. Cambridge: Cambridge University Press, 2012. http://dx.doi.org/10.1017/cbo9780511791574.

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S, Cameron Kim, ed. Downsizing. New York: John Wiley & Sons for the School of Business Administration of The University of Michigan, 1994.

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B, Kapstein Ethan, ed. Downsizing defense. Washington, D.C: Congressional Quarterly, 1993.

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Katel, Peter. Downsizing Prisons. 2455 Teller Road, Thousand Oaks California 91320 United States: CQ Press, 2011. http://dx.doi.org/10.4135/cqresrre20110311.

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Leibinger, Tina. Downsizing bei Konsumgütern. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-18971-6.

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Division, United States General Accounting Office General Government. Downsizing and space. Washington, D.C: The Office, 1995.

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H, Willimon William, ed. Downsizing the U.S.A. Grand Rapids, Mich: W.B. Eerdmans Pub. Co., 1997.

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Canadian Broadcasting Corporation. Downside of downsizing. Princeton, N.J: Films for the Humanities & Sciences, 1996.

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Glines, Steve. Downsizing to UNIX. Carmel, Ind: New Riders Pub., 1992.

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Blake, Conor Robert. Downsizing in Ireland. Dublin: University College Dublin, 1995.

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Частини книг з теми "Downsizing"

1

Siyal, Saeed. "Downsizing." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–8. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-31816-5_325-1.

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Johnstone, Stewart. "Downsizing." In The SAGE Handbook of Human Resource Management, 352–70. 1 Oliver's Yard, 55 City Road London EC1Y 1SP: SAGE Publications Ltd, 2019. http://dx.doi.org/10.4135/9781529714852.n21.

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Siyal, Saeed. "Downsizing." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 3448–55. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-66252-3_325.

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Judd, B. H. "Accommodation Downsizing." In Encyclopedia of Gerontology and Population Aging, 1–7. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-69892-2_958-1.

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Schweizer, Lars, and Eva Maria Katharina Koscher. "Employee Downsizing." In Encyclopedia of Sustainable Management, 1313–16. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25984-5_362.

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Wilson, Mark. "Downsizing spectacle." In Planning and Managing Smaller Events, 12–22. Abingdon, Oxon; New York, NY: Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9780429266263-2.

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Judd, B. H. "Accommodation Downsizing." In Encyclopedia of Gerontology and Population Aging, 26–32. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-22009-9_958.

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Schweizer, Lars, and Eva Maria Katharina Koscher. "Employee Downsizing." In Encyclopedia of Sustainable Management, 1–4. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-02006-4_362-1.

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Broughton, Chad, and Tom Walton. "Downsizing masculinity." In Gender in Cross-Cultural Perspective, 504–21. 8th ed. London: Routledge, 2024. http://dx.doi.org/10.4324/9781003398349-40.

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Spicher, Ulrich. "Downsizing und Downspeeding." In Ottomotor mit Direkteinspritzung und Direkteinblasung, 235–42. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-12215-7_8.

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Тези доповідей конференцій з теми "Downsizing"

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Iwashiro, Daiki, and Kazuyuki Ito. "Bio-Inspired Soft Climbing Robot: Enhancing Mobility Through Downsizing with TAOYAKA-S IV." In 2024 IEEE International Conference on Robotics and Biomimetics (ROBIO), 1205–10. IEEE, 2024. https://doi.org/10.1109/robio64047.2024.10907460.

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Wee, Don M. "Downsizing and outsourcing opportunities." In the 20th annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 1992. http://dx.doi.org/10.1145/143164.143355.

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Trentacoste, Matthew, Rafal Mantiuk, and Wolfgang Heidrich. "Quality-preserving image downsizing." In ACM SIGGRAPH 2010 Posters. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1836845.1836925.

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Gheorghiu, Victor. "Ultra-Downsizing of Internal Combustion Engines." In SAE 2015 World Congress & Exhibition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2015. http://dx.doi.org/10.4271/2015-01-1252.

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Gheorghiu, Victor. "Ultra-Downsizing of Internal Combustion Engines." In 16th Asia Pacific Automotive Engineering Conference. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2011. http://dx.doi.org/10.4271/2011-28-0049.

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Durfy, Jennifer, Sang-Bum Hong, and Bibhu Mahanta. "Vehicle NVH Prediction Technique for Engine Downsizing." In SAE 2011 Noise and Vibration Conference and Exhibition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2011. http://dx.doi.org/10.4271/2011-01-1565.

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Kiriakou, Charles M. "Lessons from a major IT downsizing effort." In the 38th annual fall conference. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1878335.1878337.

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Police, Giuseppe, Salvatore Diana, Veniero Giglio, Biagio Iorio, and Natale Rispoli. "Downsizing of SI Engines by Turbo-Charging." In ASME 8th Biennial Conference on Engineering Systems Design and Analysis. ASMEDC, 2006. http://dx.doi.org/10.1115/esda2006-95215.

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During most of the operating conditions occurring on a vehicle driving cycle, a reciprocating IC engine works at low load and low speed, with poor fuel efficiency. In this regard downsizing appears as a major way of improving fuel consumption of Spark Ignition Engines. In fact, downsized engines have smaller friction surfaces and can work on the same vehicle and on the same driving cycle with higher mean effective pressure and higher efficiency. In this paper the main technical trends and problems related to SI engine downsizing are reviewed and discussed. Assuming a stoichiometric boosting, a simulation code is used to outline a strategy to improve low end torque of a downsized DISI engine. In the numerical experiments volumetric efficiency is enhanced by an optimal configuration of the inlet system. For the same objective, assuming a Variable Valve Timing, a proper selection of maximum lift and opening duration of the inlet valve allows a reduction of the reverse flow of fresh mixture. The optimization of the exhaust system and of the lift diagram of the exhaust valve leads both to the enhancement of volumetric efficiency and to the reduction of residual exhaust gas, with beneficial effects on knock phenomenon. An evaluation of fuel consumption gains resulting from downsizing is made as well, with reference to a New European Driving Cycle.
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9

Yau, Mei-Kwan, Johan K. Hamidon, Ranee Singh, Junxian Lim, Jacky Y. Suen, Jessica A. Rowley, Rink-Jan Lohman, Martin J. Stoermer, Abishek Iyer, and Robert C. Reid. "Downsizing Proteins Without Losing Potency or Function." In The 24th American Peptide Symposium. Prompt Scientific Publishing, 2015. http://dx.doi.org/10.17952/24aps.2015.016.

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10

Harris, Susan R., and Susan E. Topol. "Downsizing newsletters at the University of Michigan." In the 19th annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 1991. http://dx.doi.org/10.1145/122898.122916.

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Звіти організацій з теми "Downsizing"

1

Cohen, Lauren, Joshua Coval, and Christopher Malloy. Do Powerful Politicians Cause Corporate Downsizing? Cambridge, MA: National Bureau of Economic Research, March 2010. http://dx.doi.org/10.3386/w15839.

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2

Baily, Martin Neil, Eric Bartelsman, and John Haltiwanger. Downsizing and Productivity Growth: Myth or Reality? Cambridge, MA: National Bureau of Economic Research, May 1994. http://dx.doi.org/10.3386/w4741.

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3

Banks, James, Richard Blundell, Zoë Oldfield, and James Smith. Housing Price Volatility and Downsizing in Later Life. Cambridge, MA: National Bureau of Economic Research, October 2007. http://dx.doi.org/10.3386/w13496.

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4

Patil, Chinmaya. Integrated Boosting and Hybridization for Extreme Fuel Economy and Downsizing. Office of Scientific and Technical Information (OSTI), August 2018. http://dx.doi.org/10.2172/1463902.

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5

Wyckoff, Christopher A. The Slippery Slope of Air Force Downsizing: A Strategy Connection. Fort Belvoir, VA: Defense Technical Information Center, February 2013. http://dx.doi.org/10.21236/ad1018894.

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6

Thomas, Linda M. Unintended Consequences of A-76 and Downsizing of the Military. Fort Belvoir, VA: Defense Technical Information Center, December 2002. http://dx.doi.org/10.21236/ada424980.

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7

Martin, James F. Readiness and Retention: Effects of Downsizing and Increased Operations Tempo. Fort Belvoir, VA: Defense Technical Information Center, April 1999. http://dx.doi.org/10.21236/ada389312.

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8

Kozlowski, Steve W., Georgia T. Chao, Eleanor M. Smith, Jennifer A. Heglund, and Pat M. Walz. Organizational Downsizing: Individual and Organizational Implications and Recommendations for Action. Fort Belvoir, VA: Defense Technical Information Center, June 1991. http://dx.doi.org/10.21236/ada237243.

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9

Miller, M. M., and L. F. Tolendino. Downsizing a database platform for increased performance and decreased costs. Office of Scientific and Technical Information (OSTI), June 1993. http://dx.doi.org/10.2172/10177060.

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10

Cappelli, Peter. Examining the Incidence of Downsizing and Its Effect on Establishment Performance. Cambridge, MA: National Bureau of Economic Research, June 2000. http://dx.doi.org/10.3386/w7742.

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