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Determinants of Work Force Reduction Strategies in Declining Organizations

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1949

Industrial and Labor Relations Review

1,521 cited

Cited by

2010Family Management, Family Ownership, and Downsizing: Evidence From S&P 500 Firms181 cited
1989Decreasing Organizational Size: Untangling the Effects of Money and People165 cited
2007A study on motivating employees’ learning commitment in the post-downsizing era: Job satisfaction perspective141 cited
2002Discursiveness, Contradiction, and Unintended Consequences in Successive Downsizings134 cited
1999Strategic downsizing: critical success factors126 cited
2005Different responses to job insecurity of Chinese workers in joint ventures and state-owned enterprises124 cited
2010Survivors and Victims, a Meta‐analytical Review of Fairness and Organizational Commitment after Downsizing122 cited
1989Current and Recurrent Challenges in HRM112 cited
1996The role of communication in managing reductions in work force110 cited
2002Business ideologies and perceived breach of contract during downsizing: the role of the ideology of employee self‐reliance109 cited
1997Crossroads—The Virtues of Closet Qualitative Research107 cited
1993The Structural Consequences of Downsizing102 cited
2011Don’t let knowledge walk away: Knowledge retention during employee downsizing99 cited
1997A Conceptual Framework for Assessing Organization, Work Group, and Individual Effectiveness During and After Downsizing99 cited
1993Pilgrim's progress: Trends and convergence in research on organizational size and environments94 cited
1989Careers in Organizations: Recent Trends and Future Directions94 cited