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Downsizing
Is Less Still More?

$78.00 (C)

Part of Cambridge Companions to Management

Kevin Hallock, Michael R. Strain, Douglas Webber, Wayne F. Cascio, Sarah J. Freeman, Kyle Ehrhardt, Aharon Tziner, Erich C. Fein, Lior Oren, Gary C. McMahan, Alankrita Pandey, Brian Martinson, Johannes Siegrist, Nico Dragano, Deepak K. Datta, Dynah A. Basuil, Elena A. Radeva, William McKinley, Jasmin Chia-Jung Lin, Kenneth P. De Meuse, Guangrong Dai, M. Blake Hargrove, Cary L. Cooper, James Campbell Quick, Rocki-Lee Dewitt, Franco Gandolfi, Lisa M. Renz, Magnus Hansson, John B. Davenport, Shay S. Tzafrir, Hila Chalutz Ben-Gal, Simon L. Dolan
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  • Date Published: May 2012
  • availability: In stock
  • format: Hardback
  • isbn: 9781107004672

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About the Authors
  • Downsizing is one of the most frequently used business strategies for reducing costs, returning firms to profit or for restructuring businesses following takeovers, mergers and acquisitions. Downsizing measures are also set to become much more prevalent in the public sector as governments seek to restrict levels of public spending. This book is one of the first to provide a thorough study of downsizing from a global perspective. It examines the phenomenon in its entirety, exploring how it is initiated and what the process of downsizing looks like. It also looks at the effects of downsizing at a number of different levels, from the individual (e.g., motivational effects, effects on health and stress levels) to the organizational (e.g., financial outcomes, reputational and productivity outcomes). Written by an international team of experts, the book provides a comprehensive overview of downsizing that examines both the strategic and human implications of this process.

    • A comprehensive overview of downsizing, one of the most understudied phenomena in modern business
    • Provides a global perspective that moves beyond the usual US-centric view
    • Examines the affects of downsizing from an employee and survivor perspective rather than just the organizational outcomes
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    Reviews & endorsements

    "This collection examines various issues associated with downsizing, empirical evidence about the reasons for downsizing, and the implications of this practice. Summing Up: Recommended." -R.L. Hogler, Colorado State University, CHOICE Magazine

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    Product details

    • Date Published: May 2012
    • format: Hardback
    • isbn: 9781107004672
    • length: 460 pages
    • dimensions: 233 x 154 x 23 mm
    • weight: 0.84kg
    • contains: 24 b/w illus. 15 tables
    • availability: In stock
  • Table of Contents

    List of figures
    List of tables
    List of contributors
    Part I. Overview:
    1. Job loss and effects on firms and workers Kevin Hallock, Michael R. Strain and Douglas Webber
    2. How does downsizing come about? Wayne F. Cascio
    3. The antecedents of downsizing Sarah J. Freeman and Kyle Ehrhardt
    Part II. Human Outcomes:
    4. Human motivation and performance outcomes in the context of downsizing Aharon Tziner, Erich C. Fein and Lior Oren
    5. To downsize human capital: a strategic human resource perspective on the disparate outcomes of downsizing Gary C. McMahan, Alankrita Pandey and Brian Martinson
    6. Health effect outcomes: 'survivor disease' in the context of economic change Johannes Siegrist and Nico Dragano
    Part III. Organizational Outcomes:
    7. Employee downsizing and organizational performance: what do we know? Deepak K. Datta, Dynah A. Basuil and Elena A. Radeva
    8. Executive perceptions: probing the institutionalization of organizational downsizing William McKinley and Jasmin Chia-Jung Lin
    9. Reducing costs and enhancing efficiency or damaging the company: downsizing in today's global economy Kenneth P. De Meuse and Guangrong Dai
    Part IV. Post-Downsizing Implications:
    10. The stress outcomes of downsizing M. Blake Hargrove, Cary L. Cooper and James Campbell Quick
    11. Good downsizing Rocki-Lee Dewitt
    12. Post-downsizing implications and consequences: a global perspective Franco Gandolfi, Lisa M. Renz, Magnus Hansson and John B. Davenport
    13. Exploring the etiology of positive stakeholder behavior in global downsizing Shay S. Tzafrir, Hila Chalutz Ben-Gal and Simon L. Dolan
    Index.

  • Editors

    Cary L. Cooper, Lancaster University
    Cary L. Cooper, CBE is Distinguished Professor of Organizational Psychology and Health at Lancaster University Management School.

    Alankrita Pandey, University of Texas, Arlington
    Alankrita Pandey is a Ph.D. candidate in the Department of Management at the University of Texas at Arlington College of Business.

    James Campbell Quick, University of Texas, Arlington
    James Campbell Quick is John and Judy Goolsby Distinguished Professor in the Department of Management at the University of Texas at Arlington College of Business.

    Contributors

    Kevin Hallock, Michael R. Strain, Douglas Webber, Wayne F. Cascio, Sarah J. Freeman, Kyle Ehrhardt, Aharon Tziner, Erich C. Fein, Lior Oren, Gary C. McMahan, Alankrita Pandey, Brian Martinson, Johannes Siegrist, Nico Dragano, Deepak K. Datta, Dynah A. Basuil, Elena A. Radeva, William McKinley, Jasmin Chia-Jung Lin, Kenneth P. De Meuse, Guangrong Dai, M. Blake Hargrove, Cary L. Cooper, James Campbell Quick, Rocki-Lee Dewitt, Franco Gandolfi, Lisa M. Renz, Magnus Hansson, John B. Davenport, Shay S. Tzafrir, Hila Chalutz Ben-Gal, Simon L. Dolan

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