Organizational Downsizing: Constraining, Cloning, Learning
Research output: Journal contributions › Journal articles › Transfer
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In: Academy of Management Executive, Vol. 9, No. 3, 1995, p. 32-44.
Research output: Journal contributions › Journal articles › Transfer
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TY - JOUR
T1 - Organizational Downsizing
T2 - Constraining, Cloning, Learning
AU - McKinley, William
AU - Schick, Allen G.
AU - Sanchez, Carol M.
PY - 1995
Y1 - 1995
N2 - While downsizing rages through the U.S. economy, there is a great deal of uncertainty about its bottom-line effects. This uncertainty raises questions about why corporations have been so eager to engage in downsizing. In this article, we propose an answer to these questions. Three social forces, which we call constraining, cloning and learning, frequently provide a major impetus for downsizing. We describe these forces, and point out conditions that lead to the adoption of downsizing without due regard for its mixed consequences. We suggest methods to improve executives' downsizing decision routines... methods that should enhance the chances of achieving intended benefits.
AB - While downsizing rages through the U.S. economy, there is a great deal of uncertainty about its bottom-line effects. This uncertainty raises questions about why corporations have been so eager to engage in downsizing. In this article, we propose an answer to these questions. Three social forces, which we call constraining, cloning and learning, frequently provide a major impetus for downsizing. We describe these forces, and point out conditions that lead to the adoption of downsizing without due regard for its mixed consequences. We suggest methods to improve executives' downsizing decision routines... methods that should enhance the chances of achieving intended benefits.
KW - Management studies
M3 - Journal articles
VL - 9
SP - 32
EP - 44
JO - Academy of Management Executive
JF - Academy of Management Executive
SN - 1079-5545
IS - 3
ER -