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Journal articles on the topic 'Downsizing'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Carriger, Michael. "Three strikes and you are out?" Journal of Strategy and Management 10, no. 4 (2017): 417–29. http://dx.doi.org/10.1108/jsma-08-2016-0049.

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Purpose Much has been written in both the management and finance literatures about the impact of downsizing on the financial health and market valuation of companies. However, surprisingly little attention has been paid to the frequency of downsizing and the impact of frequent downsizings. The purpose of this paper is to look at trends in downsizing, asking the question are companies that downsize once more likely to downsize again. The paper also looks at the impact of frequent downsizing, asking the question are frequent downsizers differentially impacted compared to less frequent downsizers

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2

Brauer, Matthias, and Martin Zimmermann. "Investor Response to Workforce Downsizing: The Influence of Industry Waves, Macroeconomic Outlook, and Firm Performance." Journal of Management 45, no. 5 (2017): 1775–801. http://dx.doi.org/10.1177/0149206317734901.

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Building on behavioral decision-making theory, we study the extent to which current industry downsizing intensity, changes in future macroeconomic outlook, and a firm’s past performance trend influence the relationship between downsizing magnitude and investor response. Based on the analysis of a large-scale sample of downsizing announcements in the United States over a period of 12 years, our results indicate that negative investor responses to downsizings are amplified in periods of industry downsizing waves, in the face of changes in macroeconomic outlook, and subsequent to deteriorating fi

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3

Pierssens, Michel. "Downsizing." SubStance 32, no. 1 (2003): 53. http://dx.doi.org/10.2307/3685696.

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4

Ohashi, Nobuo. "Downsizing." Journal of the Japan Welding Society 62, no. 7 (1993): 505–6. http://dx.doi.org/10.2207/qjjws1943.62.505.

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5

Mullaney, Anne D. "Downsizing." Health Care Management Review 14, no. 3 (1989): 41–48. http://dx.doi.org/10.1097/00004010-198922000-00006.

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6

Jackson, Trevor. "Downsizing." BMJ 328, no. 7439 (2004): 590.2. http://dx.doi.org/10.1136/bmj.328.7439.590-a.

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7

GODFREY, CYNTHIA. "Downsizing." Nursing Management (Springhouse) 25, no. 10 (1994): 90???93. http://dx.doi.org/10.1097/00006247-199410000-00017.

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8

Klein, Catherine Nichols. "Downsizing." American Journal of Health-System Pharmacy 51, no. 5 (1994): 627–30. http://dx.doi.org/10.1093/ajhp/51.5.627.

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9

Vollmann, Thomas, and Mark Brazas. "Downsizing." European Management Journal 11, no. 1 (1993): 18–29. http://dx.doi.org/10.1016/0263-2373(93)90020-i.

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10

Ackoff, Russell L. "Downsizing." Systems Practice 7, no. 3 (1994): 239–40. http://dx.doi.org/10.1007/bf02169172.

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11

Pierssens, M. "Downsizing." SubStance 32, no. 1 (2003): 53–56. http://dx.doi.org/10.1353/sub.2003.0024.

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12

Tucker, David. "Downsizing." Missouri Review 24, no. 1 (2001): 155. http://dx.doi.org/10.1353/mis.2001.0095.

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13

N. Chhinzer, Nita, and Elliott Currie. "Assessing longitudinal relationships between financial performance and downsizing." Management Decision 52, no. 8 (2014): 1474–90. http://dx.doi.org/10.1108/md-05-2014-0280.

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Purpose – The purpose of this paper is to suggest that divergent financial performance triggers different rationales for the decision to downsize (excuses, justifications, apologies or denials) and that organizational financial performance post-downsizing varies based on the initial downsizing rationale. Design/methodology/approach – A mixed methods approach paired content analysis of 178 downsizing announcements from 2005 to 2011 with organizational financial data pre and post-downsizing event. Paired sample t-tests determined mean differences in organizational financial performance pre- and

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14

MELLAHI, KAMEL, and ADRIAN WILKINSON. "A STUDY OF THE ASSOCIATION BETWEEN DOWNSIZING AND INNOVATION DETERMINANTS." International Journal of Innovation Management 12, no. 04 (2008): 677–98. http://dx.doi.org/10.1142/s1363919608002163.

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Using a survey data of UK firms that engaged in downsizing, this paper explores the link between downsizing and innovation determinants. We suggest that the relationship between downsizing and innovation determinants is contingent upon the speed of implementing the downsizing and the severity of downsizing. Overall, the results confirm our general proposition and shed new light on the relationship between downsizing and innovation enhancers, and barriers to innovation.

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15

Habibi, Fikri, Sumartono Sumartono, Bambang Santoso Haryono, and MR Khairul Muluk. "Downsizing Organization: A Systematic Literature Review." Journal of World Science 2, no. 10 (2023): 1542–52. http://dx.doi.org/10.58344/jws.v2i10.435.

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Downsizing is the most popular strategic choice in organizational change, especially in the private sector. The strategy often chosen in downsizing is reducing employees, eliminating structure and function to produce efficiency, productivity, and competitiveness. However, a study is needed to elaborate on the concept of downsizing. The purpose of this research is to map the downsizing concept, describe how this strategy is implemented, its dynamics and development, as well as the effectiveness level of downsizing strategy. This research takes the form of a systematic literature review, which i

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16

Liou, Kuotsai Tom, and XiaoHu Wang. "Managerial Value, Financial Condition, and Downsizing Reform: A Study of U.S. City Governments." Public Personnel Management 48, no. 4 (2019): 471–92. http://dx.doi.org/10.1177/0091026019826144.

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This study examines downsizing reforms in U.S. city governments to understand the influence of managerial values and financial conditions on the implementation of downsizing strategies. Based on the analyses of national survey data, we found that downsizing tends to be implemented with a package of downsizing factor including structural and procedure changes. We further confirmed that managerial values, measured as their innovative attitudes and ethical concerns, affect downsizing factors of structural changes. Financial conditions, including budget surplus and fund deficits, are not related t

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17

Komazec, Stefan, Milica Maričić, and Mladen Đurić. "Exploring the Effects of the Procedural Justice of Downsizing on Survivors' Behaviour." Engineering Economics 34, no. 3 (2023): 293–307. http://dx.doi.org/10.5755/j01.ee.34.3.31266.

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Downsizing is seen as a commonly chosen strategy to improve organizational efficiency, effectiveness, performance, competitiveness, and to regain financial stability. After the decision on the downsizing was made and the downsizing was conducted, special attention should be placed on those employees who survived the downsizing. The purpose of this paper is to observe how the procedural fairness of the downsizing method applied impacts the survivers' behaviour. The primary assumption is that the characteristics of the employed downsizing method, here observed Clarity, Validity, and Accuracy, im

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18

Cohen, Eliot A., and Ethan Kapstein. "Downsizing Defense." Foreign Affairs 73, no. 5 (1994): 151. http://dx.doi.org/10.2307/20046861.

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19

Noronha, Ernesto, and Premilla D’Cruz. "Achieving Downsizing." Global Business Review 6, no. 1 (2005): 77–94. http://dx.doi.org/10.1177/097215090500600106.

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20

Bray, Natasha. "Downsizing neurons." Nature Reviews Neuroscience 16, no. 10 (2015): 576–77. http://dx.doi.org/10.1038/nrn4027.

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21

Thompson, Fred, and Ethan Barnaby Kapstein. "Downsizing Defense." Political Science Quarterly 111, no. 1 (1996): 191. http://dx.doi.org/10.2307/2151957.

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22

Kutash, Mary Bogos. "Successful Downsizing." Nursing Management (Springhouse) 23, no. 8 (1992): 57–58. http://dx.doi.org/10.1097/00006247-199208000-00022.

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23

Didonato, Sandy, and Brian H. Kleiner. "Successful Downsizing." Work Study 43, no. 1 (1994): 14–17. http://dx.doi.org/10.1108/eum0000000003991.

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24

Spangler, John D. "Downsizing Physics." American Journal of Physics 63, no. 1 (1995): 11–12. http://dx.doi.org/10.1119/1.17789.

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25

TREMBLAY, JEAN-FRANÇOIS. "DOWNSIZING ETHYLENE." Chemical & Engineering News 88, no. 23 (2010): 12. http://dx.doi.org/10.1021/cen-v088n023.p012a.

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26

Cohee, Garrett Lane. "Corporate downsizing." Organizational Dynamics 48, no. 1 (2019): 38–43. http://dx.doi.org/10.1016/j.orgdyn.2018.01.004.

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27

FREEMANTLE, MICHAEL. "DOWNSIZING CHEMISTRY." Chemical & Engineering News 77, no. 8 (1999): 27–36. http://dx.doi.org/10.1021/cen-v077n008.p027.

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28

Mackie, P., and F. Sim. "Population downsizing." Public Health 121, no. 7 (2007): 489–91. http://dx.doi.org/10.1016/j.puhe.2007.05.001.

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29

&NA;. "Organizational Downsizing." Back Letter 17, no. 5 (2002): 49. http://dx.doi.org/10.1097/00130561-200217050-00001.

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30

Thomas, Jessica. "Downsizing SQUIDs." Nature 443, no. 7111 (2006): 517. http://dx.doi.org/10.1038/443517a.

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31

Koob, S., S. Scheidt, T. M. Randau, et al. "Biologisches Downsizing." Der Orthopäde 46, no. 2 (2017): 158–67. http://dx.doi.org/10.1007/s00132-016-3379-x.

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32

De Meuse, Kenneth P., Thomas J. Bergmann, and Paul A. Vanderheiden. "Corporate Downsizing." Journal of Management Inquiry 6, no. 2 (1997): 168–76. http://dx.doi.org/10.1177/105649269762010.

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33

Hinderer, Drew E. "Hospital Downsizing." Journal of Nursing Administration 27, no. 4 (1997): 9–11. http://dx.doi.org/10.1097/00005110-199704000-00005.

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34

Braunstein, Milton S. "Downsizing Competence." Chest 111, no. 6 (1997): 1478. http://dx.doi.org/10.1378/chest.111.6.1478.

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35

Band, David C., and Charles M. Tustin. "Strategic downsizing." Management Decision 33, no. 8 (1995): 36–45. http://dx.doi.org/10.1108/00251749510093923.

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36

Pies, Ronald. "Spring Downsizing." JAMA 320, no. 11 (2018): 1203. http://dx.doi.org/10.1001/jama.2018.5762.

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37

Dr, Anekwe Rita Ifeoma, and Nwanah Chizoba Patience Dr. "Downsizing: Causes, Effect, and Strategies, A Conceptual Approach." International Journal of Social Science and Human Research 04, no. 07 (2021): 1799–804. https://doi.org/10.47191/ijsshr/v4-i7-32.

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Downsizing has recently become an increasingly important issue that needs to be addressed toensure fair employment practices. Companiesworldwide have used downsizing to improve organizational competitiveness, profitability, effectiveness, efficiency as well as to reduce the size of their workforce.Downsizing as a strategic managerial tool has become an increasingly common phenomenon in the business world today. Downsizing is a systematic reduction of the workforce through a set of activities by which an organization aims to improve the efficiency and performance of the organization. Human rela

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38

Gandolfi, Franco, and Magnus Hansson. "Causes and consequences of downsizing: Towards an integrative framework." Journal of Management & Organization 17, no. 4 (2011): 498–521. http://dx.doi.org/10.1017/s1833367200001413.

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AbstractThe business literature on the causes and consequences of downsizing has grown significantly over the last three decades. A multitude of causes has been identified. Downsizing is sometimes seen primarily as a cost-reducing response to various crises and external factors over which management has little or no control. Others see downsizing as a strategic management initiative in its own right. A considerable body of literature indicates workforce reductions often lead to negative financial and operational outcomes for the downsizing firm as well as negative psychological outcomes for vi

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39

Gandolfi, Franco, and Magnus Hansson. "Causes and consequences of downsizing: Towards an integrative framework." Journal of Management & Organization 17, no. 4 (2011): 498–521. http://dx.doi.org/10.5172/jmo.2011.17.4.498.

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AbstractThe business literature on the causes and consequences of downsizing has grown significantly over the last three decades. A multitude of causes has been identified. Downsizing is sometimes seen primarily as a cost-reducing response to various crises and external factors over which management has little or no control. Others see downsizing as a strategic management initiative in its own right. A considerable body of literature indicates workforce reductions often lead to negative financial and operational outcomes for the downsizing firm as well as negative psychological outcomes for vi

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40

Fujiyama, Keishi, and Makoto Kuroki. "Strategic Management Forecasts and Accounting Choices: A Case of Employee Downsizing in Japan." Journal of International Accounting Research 19, no. 3 (2020): 91–109. http://dx.doi.org/10.2308/jiar-17-079.

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ABSTRACT Prior research shows that managers make income-decreasing accounting choices around labor negotiations and predicts that managers disclose bad news during labor negotiations. This study extends the literature by investigating whether disclosure and financial statement reporting practices are consistent during employee downsizing years. Using data from Japanese domestic firms during the period 2002–2016, we find that beginning-of-period management forecasts (i.e., disclosure) are positively associated with during-period negative stock returns for downsizing firms but not for non-downsi

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41

Carriger, Michael. "Does size matter? The impact of the size of downsizing on financial health and market valuation." Journal of Strategy and Management 10, no. 3 (2017): 313–25. http://dx.doi.org/10.1108/jsma-05-2016-0033.

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Purpose Although the management and financial literature is replete with much research looking at the impact of downsizing on the financial health and market valuation of companies employing this practice, there has been very little attention paid to the size of the downsizing effort and its impact. The purpose of this paper is to try and address this lack by looking at companies that downsized in 2008, considering the relative size of the downsizing, and the ongoing financial health and market valuation of the companies. Design/methodology/approach The impact of the size or severity of the do

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42

Gandolfi, Franco, Susel Arzuaga, Siti Khadijah Mohd Nasrah, and Jorge Salcedo. "The spiral of downsizing: Conceptual insights on organizational impact." International Journal of Innovative Research and Scientific Studies 8, no. 2 (2025): 999–1005. https://doi.org/10.53894/ijirss.v8i2.5400.

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The long-term effects of downsizing, as well as the specific impacts of repeated downsizing, remain an area of limited understanding within the existing body of research. This gap is primarily due to the relatively small number of empirical studies conducted on the subject and the often-conflicting findings these studies present. To address this issue, this article systematically reviews the three predominant theoretical perspectives identified in the downsizing literature: economic efficiency, psychological contract theory, and organizational resilience. Through this analysis, the article est

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43

Degerud, Eirik, Andrea R. Marti, and Tom Sterud. "Association of company downsizing with the risk of mental distress among employees in the Norwegian working population." PLOS Mental Health 2, no. 6 (2025): e0000247. https://doi.org/10.1371/journal.pmen.0000247.

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Studies indicate that downsizing can have a negative influence on the mental health of employees who keep their jobs. This study examines how downsizing impacts the mental health of remaining employees, focusing on their proximity to downsizing and ratings of involvement, information, and support during downsizing. Based on data from three iterations (2013, 2016 and 2019) of a nationwide survey in Norway, we included respondents employed by the same company in two consecutive surveys. We used logistic regression models adjusted for age and sex to calculate odds ratios (ORs) with 95% confidence

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44

Schmitt, Achim, Grant Michelson, and Steffen Raub. "‘Psst, We’re Losing our Jobs’." Die Unternehmung 77, no. 3 (2023): 271–90. http://dx.doi.org/10.5771/0042-059x-2023-3-271.

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Employee downsizing has often been claimed as helping to improve firm performance and competitiveness. However, the results of many previous studies point to downsizing initiatives that have failed to achieve the expected results. Part of the explanation for such poor results relates to the formal and informal communication processes and the employee emotions that precipitate and accompany the change. For instance, downsizing might generate a range of negative employee social media responses that impact firm reputation. Unfortunately, prior research has largely neglected the often-encountered

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45

Carriger, Michael. "Do we have to downsize – does the empirical evidence suggest any alternatives?" Journal of Strategy and Management 11, no. 4 (2018): 449–60. http://dx.doi.org/10.1108/jsma-08-2018-0079.

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Purpose Given a growing literature indicating that downsizing is not an effective way to address financial decline, having either little impact or negative impact on the financial health or market valuation of financially troubled companies, what is the alternative for those companies in financial trouble? Three sets of alternatives to downsizing are available to companies suffering financial trouble: strategies addressing personnel/fix costs, strategies focused on addressing cost cutting/variable costs and strategies addressing strategic planning/revenue. Although alternatives to downsizing h

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46

Campbell, Richard, and Lewis Pepper. "Downsizing and Social Cohesion: The Case of Downsizing Survivors." NEW SOLUTIONS: A Journal of Environmental and Occupational Health Policy 16, no. 4 (2007): 373–93. http://dx.doi.org/10.2190/h922-8h7j-t3r1-1314.

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47

Tsai, Philip Cheng-Fei, and Chih-Ting Shih. "When responsible downsizing strategy meets employee-oriented leadership: Implications for downsizing performance." Journal of Management & Organization 19, no. 5 (2013): 583–97. http://dx.doi.org/10.1017/jmo.2014.1.

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AbstractThis study examines whether a responsible downsizing strategy and employee-oriented leadership are complementary in strengthening firm performance after downsizing. This study investigated 154 firms that have used an organizational downsizing strategy with surveys and follow-up focus groups. Results of both the empirical evidence and qualitative data demonstrates that for firms adopting an employee-oriented leadership style, the level of responsible downsizing strategy is high and firm performance is significantly increased. Specifically, the results of the focus groups indicate that a

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48

Zdaniuk, Agnes, and Nita Chhinzer. "The effect of explanations and CEO presence on stock market reactions to downsizing." Journal of Organizational Change Management 32, no. 4 (2019): 441–56. http://dx.doi.org/10.1108/jocm-06-2018-0161.

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Purpose The purpose of this paper is to examine whether the type of explanation (excuses, justifications, apologies and denials) provided for downsizing and the source of the announcement (CEO vs other organizational members) influences shareholders’ market reactions to downsizing announcements. Design/methodology/approach In total, 388 media-based downsizing announcements from 2006–2015 were coded for explanation type and source of message. Cumulative average return was used to assess the impact of downsizing on market reactions the day after the announcement. Findings As predicted, and consi

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49

Carriger, Michael. "To downsize or not to downsize – what does the empirical evidence suggest?" Journal of Strategy and Management 9, no. 4 (2016): 449–73. http://dx.doi.org/10.1108/jsma-10-2015-0085.

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Purpose There has been much written about the effects of downsizing on the financial health and the valuation of companies that engage in this practice. But this literature is fragmented, focusing on various aspects of companies, various reasons for downsizing, and various financial and market outcome measures. The purpose of this paper is to try and address some of this fragmentation by comparing those companies that downsized in 2008, whether financially healthy or not, with those companies that did not downsize. Design/methodology/approach The impact of the downsizing event was assessed by

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50

Gandolfi, Franco, and Craig R. Littler. "Downsizing is dead; long live the downsizing phenomenon: Conceptualizing the phases of cost-cutting." Journal of Management & Organization 18, no. 3 (2012): 334–45. http://dx.doi.org/10.1017/s1833367200000833.

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AbstractDownsizing as a systematic reduction of employees is frequently utilized in order to increase productivity, efficiency, profitability, and competitiveness of organizations. As a strategy of choice for many firms around the world, downsizing produces far-reaching financial, organizational, and social consequences. Despite the large body of literature, there is inconclusive evidence as to whether downsizing is effective and whether it generates the widely anticipated benefits. Employee downsizing as a change management strategy has been actively adopted for more than three decades. This

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