Downsizing

An examination of some successes and more failures

Steven H. Appelbaum, Tamara G. Close, Sandy J Klasa

Research output: Contribution to journalArticle

26 Citations (Scopus)

Abstract

Focuses on downsizing and reviews selected research on organizational change and downsizing. Addresses the issues of “survivors”, and also covers the strategic concerns in planning a downsizing operation and attempts to determine some specific reasons why some companies succeed at downsizing while others do not. Discusses an organization's context, composed of culture, level of trust and level of leadership, since it has a profound effect on a company's downsizing strategy. Examines case studies of Compaq Computer, the State of Oregon, and Patagonia and supports the need for the concerns of the surviving employees to be listened to. In the case of these downsizings, the surviving employees were successfully shown that they should not feel victimized by the downsizing process, but instead should see this process as an opportunity for personal growth.

Original languageEnglish (US)
Pages (from-to)424-437
Number of pages14
JournalManagement Decision
Volume37
Issue number5
DOIs
StatePublished - Jun 1 1999
Externally publishedYes

Fingerprint

Downsizing
Employees
Survivors
Organizational downsizing
Organizational change
Oregon
Planning

Keywords

  • Corporate culture
  • Downsizing
  • Employees
  • Layoffs
  • Leadership
  • Organizational change

ASJC Scopus subject areas

  • Business, Management and Accounting(all)
  • Management Science and Operations Research

Cite this

Downsizing : An examination of some successes and more failures. / Appelbaum, Steven H.; Close, Tamara G.; Klasa, Sandy J.

In: Management Decision, Vol. 37, No. 5, 01.06.1999, p. 424-437.

Research output: Contribution to journalArticle

Appelbaum, Steven H. ; Close, Tamara G. ; Klasa, Sandy J. / Downsizing : An examination of some successes and more failures. In: Management Decision. 1999 ; Vol. 37, No. 5. pp. 424-437.
@article{b4567dff4388436fb0494d161b63a5aa,
title = "Downsizing: An examination of some successes and more failures",
abstract = "Focuses on downsizing and reviews selected research on organizational change and downsizing. Addresses the issues of “survivors”, and also covers the strategic concerns in planning a downsizing operation and attempts to determine some specific reasons why some companies succeed at downsizing while others do not. Discusses an organization's context, composed of culture, level of trust and level of leadership, since it has a profound effect on a company's downsizing strategy. Examines case studies of Compaq Computer, the State of Oregon, and Patagonia and supports the need for the concerns of the surviving employees to be listened to. In the case of these downsizings, the surviving employees were successfully shown that they should not feel victimized by the downsizing process, but instead should see this process as an opportunity for personal growth.",
keywords = "Corporate culture, Downsizing, Employees, Layoffs, Leadership, Organizational change",
author = "Appelbaum, {Steven H.} and Close, {Tamara G.} and Klasa, {Sandy J}",
year = "1999",
month = "6",
day = "1",
doi = "10.1108/00251749910274207",
language = "English (US)",
volume = "37",
pages = "424--437",
journal = "Management Decision",
issn = "0025-1747",
publisher = "Emerald Group Publishing Ltd.",
number = "5",

}

TY - JOUR

T1 - Downsizing

T2 - An examination of some successes and more failures

AU - Appelbaum, Steven H.

AU - Close, Tamara G.

AU - Klasa, Sandy J

PY - 1999/6/1

Y1 - 1999/6/1

N2 - Focuses on downsizing and reviews selected research on organizational change and downsizing. Addresses the issues of “survivors”, and also covers the strategic concerns in planning a downsizing operation and attempts to determine some specific reasons why some companies succeed at downsizing while others do not. Discusses an organization's context, composed of culture, level of trust and level of leadership, since it has a profound effect on a company's downsizing strategy. Examines case studies of Compaq Computer, the State of Oregon, and Patagonia and supports the need for the concerns of the surviving employees to be listened to. In the case of these downsizings, the surviving employees were successfully shown that they should not feel victimized by the downsizing process, but instead should see this process as an opportunity for personal growth.

AB - Focuses on downsizing and reviews selected research on organizational change and downsizing. Addresses the issues of “survivors”, and also covers the strategic concerns in planning a downsizing operation and attempts to determine some specific reasons why some companies succeed at downsizing while others do not. Discusses an organization's context, composed of culture, level of trust and level of leadership, since it has a profound effect on a company's downsizing strategy. Examines case studies of Compaq Computer, the State of Oregon, and Patagonia and supports the need for the concerns of the surviving employees to be listened to. In the case of these downsizings, the surviving employees were successfully shown that they should not feel victimized by the downsizing process, but instead should see this process as an opportunity for personal growth.

KW - Corporate culture

KW - Downsizing

KW - Employees

KW - Layoffs

KW - Leadership

KW - Organizational change

UR - http://www.scopus.com/inward/record.url?scp=84986099078&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84986099078&partnerID=8YFLogxK

U2 - 10.1108/00251749910274207

DO - 10.1108/00251749910274207

M3 - Article

VL - 37

SP - 424

EP - 437

JO - Management Decision

JF - Management Decision

SN - 0025-1747

IS - 5

ER -