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Survivors' reactions to downsizing: the importance of contextual factors
16 references·12 citing·47 second hop
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(1992)LAYOFFS, JOB INSECURITY, AND …Applied Social Psychology and Organizational Settings. (1991)Applied Social Psychology and…When it is especially important to explain why: Factors affecting the relationship between managers' explanations of a layoff and survivors' reactions to the layoff (1990)When it is especially importa…Longitudinal Field Research on Change: Theory and Practice (1990)Longitudinal Field Research o…Organizational Frame Bending: Principles for Managing Reorientation (1989)Organizational Frame Bending:…Building Theories from Case Study Research (1989)Building Theories from Case S…Survivors' Reactions to Layoffs: We Get by with a Little Help for Our Friends (1987)Survivors' Reactions to Layof…Layoffs, self-esteem, and survivor guilt: Motivational, affective, and attitudinal consequences (1985)Layoffs, self-esteem, and sur…Victims, survivors and the emergence of ‘endurers’ as a reflection of shifting goals in the management of redeployment (2020)Victims, survivors and the em…Unions and corporate social responsibility in a liberal market context: The case of Ford’s shutdown in Australia (2020)Unions and corporate social r…Towards an Understanding of the Dynamics of Work and Employment Relations during Austerity (2020)Towards an Understanding of t…The influence of calculative (“hard”) and collaborative (“soft”) HRM on the layoff‐performance relationship in high performance workplaces (2020)The influence of calculative …The virtuous circle of human resource investments: A precrisis and postcrisis analysis (2018)The virtuous circle of human …THE ROLE OF PERCEIVED ORGANIZATIONAL SUPPORT IN JOB INSECURITY AND PERFORMANCE (2018)THE ROLE OF PERCEIVED ORGANIZ…Increasing commitment after downsizing: the role of involvement and voluntary redundancies (2016)Increasing commitment after d…Surviving downsizing and innovative behaviors: a matter of organizational commitment (2014)Surviving downsizing and inno…A Survey of the Criteria Used by Commercial Banks in Kenya to Determine Employees to Retrench (2011)A Survey of the Criteria Used…Reduction-in-force (RIF) – New developments and a brief historical analysis of a business strategy (2010)Reduction-in-force (RIF) – Ne…Employee Participation in Organizational Change: Investigating the Effects of Proactive vs. Reactive Implementation of Downsizing in Swedish Hospitals (2008)Employee Participation in Org…How do large Australian and Swiss banks implement downsizing? 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References

  • 1989Building Theories from Case Study Research17,437 cited
  • 1990Longitudinal Field Research on Change: Theory and Practice4,219 cited
  • 1993The proactive component of organizational behavior: A measure and correlates3,123 cited
  • 2017Qualitative Data Analysis1,474 cited
  • 1993FIT, EQUIFINALITY, AND ORGANIZATIONAL EFFECTIVENESS: A TEST OF TWO CONFIGURATIONAL THEORIES.1,195 cited
  • 1994Strategies for successful organizational downsizing526 cited
  • 1992Managing change for competitive success516 cited
  • 1992LAYOFFS, JOB INSECURITY, AND SURVIVORS' WORK EFFORT: EVIDENCE OF AN INVERTED-U RELATIONSHIP.475 cited
  • 1997The Downside of Downsizing466 cited
  • 1989Organizational Frame Bending: Principles for Managing Reorientation444 cited
  • 1987Survivors' Reactions to Layoffs: We Get by with a Little Help for Our Friends430 cited
  • 1993Organizational Downsizing: A Convergence and Reorientation Framework418 cited
  • 1991Applied Social Psychology and Organizational Settings.342 cited
  • 2000Downsizing in a Learning Organization: Are There Hidden Costs?315 cited
  • 1990When it is especially important to explain why: Factors affecting the relationship between managers' explanations of a layoff and survivors' reactions to the layoff

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281 cited
  • 1985Layoffs, self-esteem, and survivor guilt: Motivational, affective, and attitudinal consequences220 cited
  • Cited by

    • 2020The influence of calculative (“hard”) and collaborative (“soft”) HRM on the layoff‐performance relationship in high performance workplaces44 cited
    • 2018THE ROLE OF PERCEIVED ORGANIZATIONAL SUPPORT IN JOB INSECURITY AND PERFORMANCE43 cited
    • 2008Employee Participation in Organizational Change: Investigating the Effects of Proactive vs. Reactive Implementation of Downsizing in Swedish Hospitals38 cited
    • 2014Surviving downsizing and innovative behaviors: a matter of organizational commitment37 cited
    • 2010Reduction-in-force (RIF) – New developments and a brief historical analysis of a business strategy24 cited
    • 2016Increasing commitment after downsizing: the role of involvement and voluntary redundancies24 cited
    • 2007How do large Australian and Swiss banks implement downsizing?23 cited
    • 2018The virtuous circle of human resource investments: A precrisis and postcrisis analysis20 cited
    • 2011A Survey of the Criteria Used by Commercial Banks in Kenya to Determine Employees to Retrench19 cited
    • 2020Victims, survivors and the emergence of ‘endurers’ as a reflection of shifting goals in the management of redeployment19 cited
    • 2020Unions and corporate social responsibility in a liberal market context: The case of Ford’s shutdown in Australia6 cited
    • 2020Towards an Understanding of the Dynamics of Work and Employment Relations during Austerity4 cited