Article1998

Firm, industry, and strategy influences on choice of downsizing approach

140 citations0/0 files storedStrategic Management Journal

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Organizational Downsizing and Restructuring Human Resource and Talent Management Outsourcing and Supply Chain Management

Abstract

This study represents a step toward a more sophisticated and grounded understanding of downsizing. The author sharpens the concept of downsizing by identifying and distinguishing among different resource-reduction approaches. Then, drawing upon exit and mobility barrier theory, firm, industry, and strategy influences on choice of downsizing approach are examined. Findings suggest that characteristics of a firm's resources and the resale market for those resources differentially influence broad and focus firms' choice of downsizing approach. © 1998 John Wiley & Sons, Ltd.

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2013Corporate Turnarounds: The Duality of Retrenchment and Recovery 1998Some Ideological Foundations of Organizational Downsizing 2015A Temporal Approach to Retrenchment and Successful Turnaround in Declining Firms 2006The effect of downsizing on the financial performance and employee productivity of Korean firms 2011Don’t let knowledge walk away: Knowledge retention during employee downsizing 2006Corporate Governance and Financial Constraints on Strategic Turnarounds*2000The Impact of Workforce Reductions on Financial Performance: A Longitudinal Perspective 2017Corporate distress and turnaround: integrating the literature and directing future research

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