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Strategies for successful organizational downsizing
3 references·16 citing·57 second hopsampled
Strategies for successful organizational downsizing (1994)Strategies for successful organizational …RESEARCH NOTES. ORGANIZATIONAL DYSFUNCTIONS OF DECLINE. (1987)RESEARCH NOTES. ORGANIZATIONA…Organizational Effects of Decline and Turbulence (1987)Organizational Effects of Dec…Organizational Dysfunctions of Decline (1987)Organizational Dysfunctions o…Dispositional Sources of Managerial Discretion: CEO Ideology, CEO Personality, and Firm Strategies (2018)Dispositional Sources of Mana…Mapping Human Resource Management: Reviewing the field and charting future directions (2016)Mapping Human Resource Manage…Turnover rates and organizational performance: A meta-analysis. (2012)Turnover rates and organizati…Responsible Leadership as Virtuous Leadership (2011)Responsible Leadership as Vir…DOING COMPETENCIES WELL: BEST PRACTICES IN COMPETENCY MODELING (2011)DOING COMPETENCIES WELL: BEST…Building a high‐commitment lean culture (2011)Building a high‐commitment le…Today's state‐owned enterprises of China: are they dying dinosaurs or dynamic dynamos? (2006)Today's state‐owned enterpris…The Amplifying and Buffering Effects of Virtuousness in Downsized Organizations (2006)The Amplifying and Buffering …Reducing slack: the performance consequences of downsizing by large industrial firms, 1977–93 (2005)Reducing slack: the performan…Another look at the role of emotion in the organizational change: A process model (2005)Another look at the role of e…Survivor reactions to reorganization: Antecedents and consequences of procedural, interpersonal, and informational justice. 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this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1987Organizational Effects of Decline and Turbulence511 cited
  • 1987Organizational Dysfunctions of Decline271 cited
  • 1987RESEARCH NOTES. ORGANIZATIONAL DYSFUNCTIONS OF DECLINE.231 cited

Cited by

  • 2011DOING COMPETENCIES WELL: BEST PRACTICES IN COMPETENCY MODELING728 cited
  • 2012Turnover rates and organizational performance: A meta-analysis.510 cited
  • 1997The Downside of Downsizing466 cited
  • 2002Survivor reactions to reorganization: Antecedents and consequences of procedural, interpersonal, and informational justice.352 cited
  • 2005Reducing slack: the performance consequences of downsizing by large industrial firms, 1977–93309 cited
  • 2016Mapping Human Resource Management: Reviewing the field and charting future directions307 cited
  • 2006Today's state‐owned enterprises of China: are they dying dinosaurs or dynamic dynamos?294 cited
  • 2006The Amplifying and Buffering Effects of Virtuousness in Downsized Organizations273 cited
  • 2000DOWNSIZING IN PRIVATIZED FIRMS IN RUSSIA, UKRAINE, AND BELARUS.269 cited
  • 2011Responsible Leadership as Virtuous Leadership254 cited
  • 2018Dispositional Sources of Managerial Discretion: CEO Ideology, CEO Personality, and Firm Strategies249 cited

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1998
Commitment in a Changing World of Work
245 cited
  • 1999A Conceptual Framework for Analyzing Why Organizations Downsize216 cited
  • 1996Violence and hostility at work: A model of reactions to perceived injustice.198 cited
  • 2005Another look at the role of emotion in the organizational change: A process model195 cited
  • 2011Building a high‐commitment lean culture179 cited