Decreasing Organizational Size: To Untangle or Not to Untangle?

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Decreasing Organizational Size: To Untangle or Not to Untangle? / McKinley, William.
in: Academy of Management Review, Jahrgang 17, Nr. 1, 01.01.1992, S. 112-123.

Publikation: Beiträge in ZeitschriftenZeitschriftenaufsätzeForschungbegutachtet

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@article{5cf17855b7af4b729cc19c615b02709f,
title = "Decreasing Organizational Size: To Untangle or Not to Untangle?",
abstract = "This article presents comments on an article published in a previous issue that discussed the effects that work force decline has on organizational structures. In that article the authors presented two models that outlined the results that declining financial resources and a decreasing work force has on the structure of an organization. This article suggests that their argument about the long-term influences of work force decline needs to be reexamined. The author notes that the process of organizational decline is more complex than suggested in the previous work and attempts to show that the process involves more than just a reduction in the scale of operations. He also asserts that the decline process is not simply the reverse of the growth process, as is suggested in the original work.",
keywords = "Management studies, ORGANIZATIONAL behavior, ORGANIZATIONAL death",
author = "William McKinley",
year = "1992",
month = jan,
day = "1",
doi = "10.5465/AMR.1992.4279574",
language = "English",
volume = "17",
pages = "112--123",
journal = "Academy of Management Review",
issn = "0363-7425",
publisher = "Academy of Management (Briarcliff Manor, NY) ",
number = "1",

}

RIS

TY - JOUR

T1 - Decreasing Organizational Size

T2 - To Untangle or Not to Untangle?

AU - McKinley, William

PY - 1992/1/1

Y1 - 1992/1/1

N2 - This article presents comments on an article published in a previous issue that discussed the effects that work force decline has on organizational structures. In that article the authors presented two models that outlined the results that declining financial resources and a decreasing work force has on the structure of an organization. This article suggests that their argument about the long-term influences of work force decline needs to be reexamined. The author notes that the process of organizational decline is more complex than suggested in the previous work and attempts to show that the process involves more than just a reduction in the scale of operations. He also asserts that the decline process is not simply the reverse of the growth process, as is suggested in the original work.

AB - This article presents comments on an article published in a previous issue that discussed the effects that work force decline has on organizational structures. In that article the authors presented two models that outlined the results that declining financial resources and a decreasing work force has on the structure of an organization. This article suggests that their argument about the long-term influences of work force decline needs to be reexamined. The author notes that the process of organizational decline is more complex than suggested in the previous work and attempts to show that the process involves more than just a reduction in the scale of operations. He also asserts that the decline process is not simply the reverse of the growth process, as is suggested in the original work.

KW - Management studies

KW - ORGANIZATIONAL behavior

KW - ORGANIZATIONAL death

UR - https://www.mendeley.com/catalogue/70c6003c-6d13-3c8e-b315-ea4479871c6d/

U2 - 10.5465/AMR.1992.4279574

DO - 10.5465/AMR.1992.4279574

M3 - Journal articles

VL - 17

SP - 112

EP - 123

JO - Academy of Management Review

JF - Academy of Management Review

SN - 0363-7425

IS - 1

ER -

DOI