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“Survivor syndrome” – a management myth?

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References

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1986Managing organizational decline: Lessons from Atari105 cited

Cited by

2020Layoffs and Downsizing Implications for the Leadership Role of Human Resources57 cited
2006Diminishing the social network in organizations: does there need to be such a phenomenon as ‘survivor syndrome’ after downsizing?55 cited
2019Employee engagement: A study of survivors in Indian IT/ITES sector48 cited
2012The creation of “monsters”: the discourse of opposition to in vitro fertilization in Poland43 cited
2019Socially responsible downsizing: Comparing family and non‐family firms37 cited
2008Changes in employees' attitudes at work following an acquisition: a comparative study by acquisition type32 cited
2004The times they are a‐changing: who will stay and who will go in a downsizing organization?30 cited
2019Burnout and innovative work behaviours for survivors of downsizing: An investigation of boundary conditions27 cited
2020Employee downsizing and sales internationalization strategy in family firms26 cited
2016Increasing commitment after downsizing: the role of involvement and voluntary redundancies24 cited
2007How do large Australian and Swiss banks implement downsizing?23 cited
2010The relationship among survivor qualities attitude, commitment and motivation after downsizing22 cited
2020Two Wrongs Make a ‘Right’? Exploring the Ethical Calculus of Earnings Management Before Large Labor Dismissals21 cited
2021Maintaining Employee Engagement under Duress1 cited