Готові списки джерел за темами / Downsizing / Статті в журналах
Щоб переглянути інші типи публікацій з цієї теми, перейдіть за посиланням: Downsizing.

Статті в журналах з теми "Downsizing"

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

Оформте джерело за APA, MLA, Chicago, Harvard та іншими стилями

Оберіть тип джерела:

Ознайомтеся з топ-50 статей у журналах для дослідження на тему "Downsizing".

Біля кожної праці в переліку літератури доступна кнопка «Додати до бібліографії». Скористайтеся нею – і ми автоматично оформимо бібліографічне посилання на обрану працю в потрібному вам стилі цитування: APA, MLA, «Гарвард», «Чикаго», «Ванкувер» тощо.

Також ви можете завантажити повний текст наукової публікації у форматі «.pdf» та прочитати онлайн анотацію до роботи, якщо відповідні параметри наявні в метаданих.

Переглядайте статті в журналах для різних дисциплін та оформлюйте правильно вашу бібліографію.

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.

Повний текст джерела
Анотація:
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.
Стилі APA, Harvard, Vancouver, ISO та ін.
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.

Повний текст джерела
Анотація:
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.
Стилі APA, Harvard, Vancouver, ISO та ін.
3

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
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.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
5

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
6

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
7

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
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.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
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.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
10

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
11

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
12

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
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.

Повний текст джерела
Анотація:
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).
Стилі APA, Harvard, Vancouver, ISO та ін.
14

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.

Повний текст джерела
Анотація:
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.
Стилі APA, Harvard, Vancouver, ISO та ін.
15

Habibi, Fikri, Sumartono Sumartono, Bambang Santoso Haryono, and MR Khairul Muluk. "Downsizing Organization: A Systematic Literature Review." Journal of World Science 2, no. 10 (October 12, 2023): 1542–52. http://dx.doi.org/10.58344/jws.v2i10.435.

Повний текст джерела
Анотація:
Downsizing is the most popular strategic choice in organizational change, especially in the private sector. The strategy often chosen in downsizing is reducing employees, eliminating structure and function to produce efficiency, productivity, and competitiveness. However, a study is needed to elaborate on the concept of downsizing. The purpose of this research is to map the downsizing concept, describe how this strategy is implemented, its dynamics and development, as well as the effectiveness level of downsizing strategy. This research takes the form of a systematic literature review, which involves an assessment based on articles/publications related to downsizing. Downsizing articles are sourced from the Scopus database, and then mapped based on the number of articles per year, authors, countries, affiliations, and sponsors. As a result, the goal of downsizing has not been supported by strong evidence in the field because downsizing and efficiency do not have a strong correlation. Indeed, downsizing results in negative impacts on both organizations and employees. His mistake was to put the strategy of reducing employees and financial efficiency as the main goal. Therefore, downsizing must be part of a paradigmatic organizational change strategy and not merely serve as a short-term strategy.
Стилі APA, Harvard, Vancouver, ISO та ін.
16

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.

Повний текст джерела
Анотація:
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.
Стилі APA, Harvard, Vancouver, ISO та ін.
17

Komazec, Stefan, Milica Maričić, and Mladen Đurić. "Exploring the Effects of the Procedural Justice of Downsizing on Survivors' Behaviour." Engineering Economics 34, no. 3 (June 23, 2023): 293–307. http://dx.doi.org/10.5755/j01.ee.34.3.31266.

Повний текст джерела
Анотація:
Downsizing is seen as a commonly chosen strategy to improve organizational efficiency, effectiveness, performance, competitiveness, and to regain financial stability. After the decision on the downsizing was made and the downsizing was conducted, special attention should be placed on those employees who survived the downsizing. The purpose of this paper is to observe how the procedural fairness of the downsizing method applied impacts the survivers' behaviour. The primary assumption is that the characteristics of the employed downsizing method, here observed Clarity, Validity, and Accuracy, impact the attitudes of survivors viewed through Motivation, Satisfaction, and Turnover Intention. A questionnaire was developed and distributed to 556 employees who had survived downsizing to verify the proposed conceptual model. The results of the study supported the claim that characteristics of the downsizing method influence the survivors' behaviour, whereas Validity stands out for its relatively strong impact on Motivation and Satisfaction with the organisation to which the survivors belong. The findings illustrate that when conducting downsizing, managers and decision makers should consider the fairness of downsizing method applied because, if conducted in an adequate manner, dowsizing can even induce positive behavior of the surviving members.
Стилі APA, Harvard, Vancouver, ISO та ін.
18

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
19

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.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
20

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
21

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
22

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
23

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
24

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
25

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
26

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.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
27

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
28

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.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
29

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
30

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
31

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.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
32

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.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
33

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.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
34

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
35

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.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
36

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

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
37

Dr, Anekwe Rita Ifeoma, and Nwanah Chizoba Patience Dr. "Downsizing: Causes, Effect, and Strategies, A Conceptual Approach." International Journal of Social Science and Human Research 04, no. 07 (July 17, 2021): 1799–804. https://doi.org/10.47191/ijsshr/v4-i7-32.

Повний текст джерела
Анотація:
Downsizing has recently become an increasingly important issue that needs to be addressed toensure fair employment practices. Companiesworldwide have used downsizing to improve organizational competitiveness, profitability, effectiveness, efficiency as well as to reduce the size of their workforce.Downsizing as a strategic managerial tool has become an increasingly common phenomenon in the business world today. Downsizing is a systematic reduction of the workforce through a set of activities by which an organization aims to improve the efficiency and performance of the organization. Human relation theory by Elton Mayo was adopted. The study is conceptual in nature which seeks to examine the factors affecting downsizing, strategies for successful downsizing, consequences of downsizing, and method of downsizing. It was recommended that organisation should ensure that they provide more information to employees regarding the implementation of downsizing in their organisation so as to provide a sense of transparency to employees
Стилі APA, Harvard, Vancouver, ISO та ін.
38

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.

Повний текст джерела
Анотація:
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.
Стилі APA, Harvard, Vancouver, ISO та ін.
39

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.

Повний текст джерела
Анотація:
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.
Стилі APA, Harvard, Vancouver, ISO та ін.
40

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.

Повний текст джерела
Анотація:
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.
Стилі APA, Harvard, Vancouver, ISO та ін.
41

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.

Повний текст джерела
Анотація:
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.
Стилі APA, Harvard, Vancouver, ISO та ін.
42

Gandolfi, Franco, Susel Arzuaga, Siti Khadijah Mohd Nasrah, and Jorge Salcedo. "The spiral of downsizing: Conceptual insights on organizational impact." International Journal of Innovative Research and Scientific Studies 8, no. 2 (March 14, 2025): 999–1005. https://doi.org/10.53894/ijirss.v8i2.5400.

Повний текст джерела
Анотація:
The long-term effects of downsizing, as well as the specific impacts of repeated downsizing, remain an area of limited understanding within the existing body of research. This gap is primarily due to the relatively small number of empirical studies conducted on the subject and the often-conflicting findings these studies present. To address this issue, this article systematically reviews the three predominant theoretical perspectives identified in the downsizing literature: economic efficiency, psychological contract theory, and organizational resilience. Through this analysis, the article establishes that downsizing exerts significant long-term consequences for both employees and organizations. Furthermore, the findings highlight that the nature of the downsizing experience—whether it involves direct layoffs, indirect exposure, or structural reorganization—and the sequence in which these events occur play a pivotal role in shaping the outcomes of repeated downsizing. Additionally, the research underscores that employee susceptibility to or recovery from repeated downsizing events is influenced by the specific outcome being examined, such as job performance, emotional well-being, or organizational loyalty. These insights not only enrich the conceptual understanding of downsizing phenomena but also underscore the need for more nuanced, longitudinal studies to unravel the complexities of repeated downsizing in diverse organizational contexts.
Стилі APA, Harvard, Vancouver, ISO та ін.
43

Schmitt, Achim, Grant Michelson, and Steffen Raub. "‘Psst, We’re Losing our Jobs’." Die Unternehmung 77, no. 3 (2023): 271–90. http://dx.doi.org/10.5771/0042-059x-2023-3-271.

Повний текст джерела
Анотація:
Employee downsizing has often been claimed as helping to improve firm performance and competitiveness. However, the results of many previous studies point to downsizing initiatives that have failed to achieve the expected results. Part of the explanation for such poor results relates to the formal and informal communication processes and the employee emotions that precipitate and accompany the change. For instance, downsizing might generate a range of negative employee social media responses that impact firm reputation. Unfortunately, prior research has largely neglected the often-encountered grapevine activity’s role during employee downsizing. Given rumor’s ability to impact negatively on firm downsizing, the paper’s aim is to theoretically emphasize the factors that precipitate employee attention to rumor before, during and after the downsizing process. In doing so, we develop a model of how individuals rely on rumor to appraise and make sense of their environment during layoffs. This paper extends and contributes insights into contingencies of employee downsizing, emotion, and informal communication. This knowledge will help organizational leaders in a more digital and hybrid world of work to respond better to salient employee issues during downsizing.
Стилі APA, Harvard, Vancouver, ISO та ін.
44

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.

Повний текст джерела
Стилі APA, Harvard, Vancouver, ISO та ін.
45

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.

Повний текст джерела
Анотація:
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.
Стилі APA, Harvard, Vancouver, ISO та ін.
46

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.

Повний текст джерела
Анотація:
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.
Стилі APA, Harvard, Vancouver, ISO та ін.
47

Zdaniuk, Agnes, and Nita Chhinzer. "The effect of explanations and CEO presence on stock market reactions to downsizing." Journal of Organizational Change Management 32, no. 4 (July 1, 2019): 441–56. http://dx.doi.org/10.1108/jocm-06-2018-0161.

Повний текст джерела
Анотація:
Purpose The purpose of this paper is to examine whether the type of explanation (excuses, justifications, apologies and denials) provided for downsizing and the source of the announcement (CEO vs other organizational members) influences shareholders’ market reactions to downsizing announcements. Design/methodology/approach In total, 388 media-based downsizing announcements from 2006–2015 were coded for explanation type and source of message. Cumulative average return was used to assess the impact of downsizing on market reactions the day after the announcement. Findings As predicted, and consistent with predictions drawn from fairness theory, excuses triggered positive market reactions, whereas justifications, apologies and denials triggered negative reactions. Additionally, shareholders reacted more negatively to excuses and apologies when the announcement came from CEOs vs other organizational members. Research limitations/implications The current research bridges the literature on market reactions to downsizing with the organizational psychology literature to advance a novel theoretical framework for predicting shareholders’ reactions to downsizing announcements. In doing so, the authors provide a more refined understanding of why different types of explanations may differentially influence shareholders’ reactions. The current research also sheds light on when the presence of the CEO in downsizing announcements may have potentially negative consequences for organizations. Originality/value The findings contribute to the sparse literature examining variations in the content of downsizing announcements on shareholders’ reactions. The present research is also the first to examine whether shareholders would react less negatively if downsizing explanations came from top organizational leaders (e.g. CEOs).
Стилі APA, Harvard, Vancouver, ISO та ін.
48

Carriger, Michael. "To downsize or not to downsize – what does the empirical evidence suggest?" Journal of Strategy and Management 9, no. 4 (November 21, 2016): 449–73. http://dx.doi.org/10.1108/jsma-10-2015-0085.

Повний текст джерела
Анотація:
Purpose There has been much written about the effects of downsizing on the financial health and the valuation of companies that engage in this practice. But this literature is fragmented, focusing on various aspects of companies, various reasons for downsizing, and various financial and market outcome measures. The purpose of this paper is to try and address some of this fragmentation by comparing those companies that downsized in 2008, whether financially healthy or not, with those companies that did not downsize. Design/methodology/approach The impact of the downsizing event was assessed by using various financial measures as well as a measure of company valuation over the short term (2009-2011) and long term (2009-2014). Findings Findings indicate that across all financial measures, except return on equity, downsizing makes no difference to the financial health of a company either in the short term (up to three years after the downsizing) or in the long term (up to six years after the downsizing). And with regards to return on equity, downsizing companies did more poorly immediately after the downsizing in efficiently using their equity. Originality/value The hope is that this work will better inform, not only scholars, but also senior leaders faced with a decision to downsize or not to downsize.
Стилі APA, Harvard, Vancouver, ISO та ін.
49

Gandolfi, Franco, and Craig R. Littler. "Downsizing is dead; long live the downsizing phenomenon: Conceptualizing the phases of cost-cutting." Journal of Management & Organization 18, no. 3 (May 2012): 334–45. http://dx.doi.org/10.1017/s1833367200000833.

Повний текст джерела
Анотація:
AbstractDownsizing as a systematic reduction of employees is frequently utilized in order to increase productivity, efficiency, profitability, and competitiveness of organizations. As a strategy of choice for many firms around the world, downsizing produces far-reaching financial, organizational, and social consequences. Despite the large body of literature, there is inconclusive evidence as to whether downsizing is effective and whether it generates the widely anticipated benefits. Employee downsizing as a change management strategy has been actively adopted for more than three decades. This downsizing article presents a phase typology of job cutting including three distinct phases and three levels of argument. As a conceptual paper, it aims to examine, update, and extend Littler and Gandolfi's (2008) seminal work. The research paper culminates with a discussion of current downsizing practices, and posits that the downsizing phenomenon has remained a popular restructuring.
Стилі APA, Harvard, Vancouver, ISO та ін.
50

Campbell, Richard, and Lewis Pepper. "Organizational Downsizing: Implications for the Health of Survivors." NEW SOLUTIONS: A Journal of Environmental and Occupational Health Policy 12, no. 2 (August 2002): 177–94. http://dx.doi.org/10.2190/3mbw-hqxr-qr1y-3au7.

Повний текст джерела
Анотація:
Public health has a long-standing interest in the adverse consequences of unemployment and job loss upon the physical and emotional health of those who lose their jobs. In recent years, the emergence of organizational downsizing as a commonplace phenomenon directs attention to an entirely new area of concern: the impact of downsizing on those who keep their jobs and continue to work in the new work environment. In this article, we examine the multi-dimensional ways in which downsizing affects the survivors of downsizing and changes their working conditions, social relationships, and emotional well-being. We draw upon qualitative results from research with survivors of downsizing undertaken by the U.S. Department of Energy to highlight survivors' own accounts of the downsizing experience. These experiences suggest that a greater voice in workplace affairs is a critical public health intervention.
Стилі APA, Harvard, Vancouver, ISO та ін.
Також вас можуть зацікавити добірки на тему "Downsizing" для інших типів джерел:
Дисертації Книги
Ми пропонуємо знижки на всі преміум-плани для авторів, чиї праці увійшли до тематичних добірок літератури. Зв'яжіться з нами, щоб отримати унікальний промокод!

До бібліографії