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The organization in crisis : downsizing, restructuring, and privatization
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  • 2016Excessive use of mobile social networking sites: Negative consequences on individuals188 cited
  • 2002Discursiveness, Contradiction, and Unintended Consequences in Successive Downsizings134 cited
  • 2016Subjective Perceptions of Organizational Change and Employee Resistance to Change: Direct and Mediated Relationships with Employee Well‐being132 cited
  • 2003The effects of past and anticipated future downsizing on survivor well-being: An Equity perspective.131 cited
  • 2005Moderating effects of job insecurity in the relationships between procedural justice and employee well-being: Gender differences114 cited
  • 2005Coping With Downsizing: A Comparison of Executive-Level and Middle Managers.81 cited
  • 2007New Deal for Old? Exploring the Psychological Contract in a Small Firm Environment71 cited
  • 2009The relationship between career plateauing, employee commitment and psychological distress: the role of organizational and supervisor support64 cited
  • 2003Eliciting and Analysing Employees' Expectations of a Merger59 cited
  • 2006Determinants of How Managers Cope with Organisational Downsizing56 cited
  • 2001Brain drain in declining organizations: toward a research agenda55 cited
  • 2014Empowerment and Experiential Education46 cited
  • 2021Theorizing compassionate leadership from the case of Jacinda Ardern: Legitimacy, paradox and resource conservation

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44 cited
  • 2004Middle Managers, the New Organizational Ideology and Corporate Restructuring: Comparing Japanese and Anglo-American Management Systems43 cited
  • 2008Employee Participation in Organizational Change: Investigating the Effects of Proactive vs. Reactive Implementation of Downsizing in Swedish Hospitals38 cited
  • 2016Why doesn’t downsizing deliver? A multi-level model integrating downsizing, social capital, dynamic capabilities, and firm performance37 cited