Downsizing failures: an examination of convergence/reorientation and antecedents - processes - outcomes
Examines varied empirical studies on downsizing which have revealed that, as a result of its aftermath, high percentages of companies have judged these efforts as unsuccessful. Corporate restructuring encompasses multiple forms of change, which are classified into three distinct categories: portfoli...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
1999 |
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| Schlagwörter: |
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| Umfang: |
18 |
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| Reproduktion: |
Emerald Fulltext Archive Database 1994-2005 |
|---|---|
| Übergeordnetes Werk: |
In: Management decision - Bingley : Emerald, 1967, 37(1999), 6, Seite 473-490 |
| Übergeordnetes Werk: |
volume:37 ; year:1999 ; number:6 ; pages:473-490 ; extent:18 |
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| DOI / URN: |
10.1108/00251749910277961 |
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NLEJ219627541 |
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| 520 | |a Examines varied empirical studies on downsizing which have revealed that, as a result of its aftermath, high percentages of companies have judged these efforts as unsuccessful. Corporate restructuring encompasses multiple forms of change, which are classified into three distinct categories: portfolio, financial and organizational. An analysis of the Freeman and Cameron theoretical framework on downsizing implementation processes is examined in terms of where the process occurs, during periods either of convergence and/or of reorientation, and the results associated with each approach. A case study of the Kansas Department of Health and Environment revealed that restructuring did not provide visible improvements in efficiency, economy and responsiveness. Cultural impact of this intervention revealed negative intergroup reactions, i.e. denial, dissatisfaction. An analysis of Richard Johnson's model of the antecedents, processes and outcomes of downsizing revealed the impact upon strategy, productivity, human resources and finance. Interrelationships suggested diminished performances of firms which downsized without a lucid blueprint, adversely impacting upon these businesses. Finally, 30 recommendations are given for the human resource executive for effective downsizing, focusing upon: approach, involvement, leadership, communication, preparation, support, cost cutting, measurement, and implementation. | ||
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10.1108/00251749910277961 doi (DE-627)NLEJ219627541 DE-627 ger DE-627 rakwb eng XA-GB Downsizing failures: an examination of convergence/reorientation and antecedents - processes - outcomes 1999 18 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Examines varied empirical studies on downsizing which have revealed that, as a result of its aftermath, high percentages of companies have judged these efforts as unsuccessful. Corporate restructuring encompasses multiple forms of change, which are classified into three distinct categories: portfolio, financial and organizational. An analysis of the Freeman and Cameron theoretical framework on downsizing implementation processes is examined in terms of where the process occurs, during periods either of convergence and/or of reorientation, and the results associated with each approach. A case study of the Kansas Department of Health and Environment revealed that restructuring did not provide visible improvements in efficiency, economy and responsiveness. Cultural impact of this intervention revealed negative intergroup reactions, i.e. denial, dissatisfaction. An analysis of Richard Johnson's model of the antecedents, processes and outcomes of downsizing revealed the impact upon strategy, productivity, human resources and finance. Interrelationships suggested diminished performances of firms which downsized without a lucid blueprint, adversely impacting upon these businesses. Finally, 30 recommendations are given for the human resource executive for effective downsizing, focusing upon: approach, involvement, leadership, communication, preparation, support, cost cutting, measurement, and implementation. Emerald Fulltext Archive Database 1994-2005 Downsizing Organizational restructuring Outcomes Appelbaum, Steven H. oth Henson, Dawn oth Knee, Kerry oth In Management decision Bingley : Emerald, 1967 37(1999), 6, Seite 473-490 Online-Ressource (DE-627)NLEJ219579466 (DE-600)2023018-7 nnns volume:37 year:1999 number:6 pages:473-490 extent:18 http://dx.doi.org/10.1108/00251749910277961 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 37 1999 6 473-490 18 |
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10.1108/00251749910277961 doi (DE-627)NLEJ219627541 DE-627 ger DE-627 rakwb eng XA-GB Downsizing failures: an examination of convergence/reorientation and antecedents - processes - outcomes 1999 18 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Examines varied empirical studies on downsizing which have revealed that, as a result of its aftermath, high percentages of companies have judged these efforts as unsuccessful. Corporate restructuring encompasses multiple forms of change, which are classified into three distinct categories: portfolio, financial and organizational. An analysis of the Freeman and Cameron theoretical framework on downsizing implementation processes is examined in terms of where the process occurs, during periods either of convergence and/or of reorientation, and the results associated with each approach. A case study of the Kansas Department of Health and Environment revealed that restructuring did not provide visible improvements in efficiency, economy and responsiveness. Cultural impact of this intervention revealed negative intergroup reactions, i.e. denial, dissatisfaction. An analysis of Richard Johnson's model of the antecedents, processes and outcomes of downsizing revealed the impact upon strategy, productivity, human resources and finance. Interrelationships suggested diminished performances of firms which downsized without a lucid blueprint, adversely impacting upon these businesses. Finally, 30 recommendations are given for the human resource executive for effective downsizing, focusing upon: approach, involvement, leadership, communication, preparation, support, cost cutting, measurement, and implementation. Emerald Fulltext Archive Database 1994-2005 Downsizing Organizational restructuring Outcomes Appelbaum, Steven H. oth Henson, Dawn oth Knee, Kerry oth In Management decision Bingley : Emerald, 1967 37(1999), 6, Seite 473-490 Online-Ressource (DE-627)NLEJ219579466 (DE-600)2023018-7 nnns volume:37 year:1999 number:6 pages:473-490 extent:18 http://dx.doi.org/10.1108/00251749910277961 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 37 1999 6 473-490 18 |
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10.1108/00251749910277961 doi (DE-627)NLEJ219627541 DE-627 ger DE-627 rakwb eng XA-GB Downsizing failures: an examination of convergence/reorientation and antecedents - processes - outcomes 1999 18 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Examines varied empirical studies on downsizing which have revealed that, as a result of its aftermath, high percentages of companies have judged these efforts as unsuccessful. Corporate restructuring encompasses multiple forms of change, which are classified into three distinct categories: portfolio, financial and organizational. An analysis of the Freeman and Cameron theoretical framework on downsizing implementation processes is examined in terms of where the process occurs, during periods either of convergence and/or of reorientation, and the results associated with each approach. A case study of the Kansas Department of Health and Environment revealed that restructuring did not provide visible improvements in efficiency, economy and responsiveness. Cultural impact of this intervention revealed negative intergroup reactions, i.e. denial, dissatisfaction. An analysis of Richard Johnson's model of the antecedents, processes and outcomes of downsizing revealed the impact upon strategy, productivity, human resources and finance. Interrelationships suggested diminished performances of firms which downsized without a lucid blueprint, adversely impacting upon these businesses. Finally, 30 recommendations are given for the human resource executive for effective downsizing, focusing upon: approach, involvement, leadership, communication, preparation, support, cost cutting, measurement, and implementation. Emerald Fulltext Archive Database 1994-2005 Downsizing Organizational restructuring Outcomes Appelbaum, Steven H. oth Henson, Dawn oth Knee, Kerry oth In Management decision Bingley : Emerald, 1967 37(1999), 6, Seite 473-490 Online-Ressource (DE-627)NLEJ219579466 (DE-600)2023018-7 nnns volume:37 year:1999 number:6 pages:473-490 extent:18 http://dx.doi.org/10.1108/00251749910277961 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 37 1999 6 473-490 18 |
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10.1108/00251749910277961 doi (DE-627)NLEJ219627541 DE-627 ger DE-627 rakwb eng XA-GB Downsizing failures: an examination of convergence/reorientation and antecedents - processes - outcomes 1999 18 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Examines varied empirical studies on downsizing which have revealed that, as a result of its aftermath, high percentages of companies have judged these efforts as unsuccessful. Corporate restructuring encompasses multiple forms of change, which are classified into three distinct categories: portfolio, financial and organizational. An analysis of the Freeman and Cameron theoretical framework on downsizing implementation processes is examined in terms of where the process occurs, during periods either of convergence and/or of reorientation, and the results associated with each approach. A case study of the Kansas Department of Health and Environment revealed that restructuring did not provide visible improvements in efficiency, economy and responsiveness. Cultural impact of this intervention revealed negative intergroup reactions, i.e. denial, dissatisfaction. An analysis of Richard Johnson's model of the antecedents, processes and outcomes of downsizing revealed the impact upon strategy, productivity, human resources and finance. Interrelationships suggested diminished performances of firms which downsized without a lucid blueprint, adversely impacting upon these businesses. Finally, 30 recommendations are given for the human resource executive for effective downsizing, focusing upon: approach, involvement, leadership, communication, preparation, support, cost cutting, measurement, and implementation. Emerald Fulltext Archive Database 1994-2005 Downsizing Organizational restructuring Outcomes Appelbaum, Steven H. oth Henson, Dawn oth Knee, Kerry oth In Management decision Bingley : Emerald, 1967 37(1999), 6, Seite 473-490 Online-Ressource (DE-627)NLEJ219579466 (DE-600)2023018-7 nnns volume:37 year:1999 number:6 pages:473-490 extent:18 http://dx.doi.org/10.1108/00251749910277961 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 37 1999 6 473-490 18 |
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Examines varied empirical studies on downsizing which have revealed that, as a result of its aftermath, high percentages of companies have judged these efforts as unsuccessful. Corporate restructuring encompasses multiple forms of change, which are classified into three distinct categories: portfolio, financial and organizational. An analysis of the Freeman and Cameron theoretical framework on downsizing implementation processes is examined in terms of where the process occurs, during periods either of convergence and/or of reorientation, and the results associated with each approach. A case study of the Kansas Department of Health and Environment revealed that restructuring did not provide visible improvements in efficiency, economy and responsiveness. Cultural impact of this intervention revealed negative intergroup reactions, i.e. denial, dissatisfaction. An analysis of Richard Johnson's model of the antecedents, processes and outcomes of downsizing revealed the impact upon strategy, productivity, human resources and finance. Interrelationships suggested diminished performances of firms which downsized without a lucid blueprint, adversely impacting upon these businesses. Finally, 30 recommendations are given for the human resource executive for effective downsizing, focusing upon: approach, involvement, leadership, communication, preparation, support, cost cutting, measurement, and implementation. |
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Examines varied empirical studies on downsizing which have revealed that, as a result of its aftermath, high percentages of companies have judged these efforts as unsuccessful. Corporate restructuring encompasses multiple forms of change, which are classified into three distinct categories: portfolio, financial and organizational. An analysis of the Freeman and Cameron theoretical framework on downsizing implementation processes is examined in terms of where the process occurs, during periods either of convergence and/or of reorientation, and the results associated with each approach. A case study of the Kansas Department of Health and Environment revealed that restructuring did not provide visible improvements in efficiency, economy and responsiveness. Cultural impact of this intervention revealed negative intergroup reactions, i.e. denial, dissatisfaction. An analysis of Richard Johnson's model of the antecedents, processes and outcomes of downsizing revealed the impact upon strategy, productivity, human resources and finance. Interrelationships suggested diminished performances of firms which downsized without a lucid blueprint, adversely impacting upon these businesses. Finally, 30 recommendations are given for the human resource executive for effective downsizing, focusing upon: approach, involvement, leadership, communication, preparation, support, cost cutting, measurement, and implementation. |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">NLEJ219627541</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20210707090758.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">090811s1999 xxk|||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1108/00251749910277961</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)NLEJ219627541</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="044" ind1=" " ind2=" "><subfield code="c">XA-GB</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Downsizing failures: an examination of convergence/reorientation and antecedents - processes - outcomes</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">1999</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">18</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zzz</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">z</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zu</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Examines varied empirical studies on downsizing which have revealed that, as a result of its aftermath, high percentages of companies have judged these efforts as unsuccessful. Corporate restructuring encompasses multiple forms of change, which are classified into three distinct categories: portfolio, financial and organizational. An analysis of the Freeman and Cameron theoretical framework on downsizing implementation processes is examined in terms of where the process occurs, during periods either of convergence and/or of reorientation, and the results associated with each approach. A case study of the Kansas Department of Health and Environment revealed that restructuring did not provide visible improvements in efficiency, economy and responsiveness. Cultural impact of this intervention revealed negative intergroup reactions, i.e. denial, dissatisfaction. An analysis of Richard Johnson's model of the antecedents, processes and outcomes of downsizing revealed the impact upon strategy, productivity, human resources and finance. Interrelationships suggested diminished performances of firms which downsized without a lucid blueprint, adversely impacting upon these businesses. Finally, 30 recommendations are given for the human resource executive for effective downsizing, focusing upon: approach, involvement, leadership, communication, preparation, support, cost cutting, measurement, and implementation.</subfield></datafield><datafield tag="533" ind1=" " ind2=" "><subfield code="f">Emerald Fulltext Archive Database 1994-2005</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Downsizing</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Organizational restructuring</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Outcomes</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Appelbaum, Steven H.</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Henson, Dawn</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Knee, Kerry</subfield><subfield code="4">oth</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">Management decision</subfield><subfield code="d">Bingley : Emerald, 1967</subfield><subfield code="g">37(1999), 6, Seite 473-490</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)NLEJ219579466</subfield><subfield code="w">(DE-600)2023018-7</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:37</subfield><subfield code="g">year:1999</subfield><subfield code="g">number:6</subfield><subfield code="g">pages:473-490</subfield><subfield code="g">extent:18</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://dx.doi.org/10.1108/00251749910277961</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-1-EFD</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_NL_ARTICLE</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">37</subfield><subfield code="j">1999</subfield><subfield code="e">6</subfield><subfield code="h">473-490</subfield><subfield code="g">18</subfield></datafield></record></collection>
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