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A model to explore the mystery between organizations' downsizing strategies and firm performance Integrating the perspectives of organizational change, strategy and strategic human resource management

A model to explore the mystery between organizations' downsizing strategies and firm performance... Purpose – Downsizing in organizations is a popular management strategy. However, in the field of organization change, the question of whether downsizing practices eventually improve performance is frequently asked and is never satisfactorily answered. The consequences have not always materialized over these years. On the negative side, downsizing harms employees, their families, and at the same time causes social chaos. The possible answers could be the ignorance of some important mechanisms between them. The paper aims to explain this issue. Design/methodology/approach – The paper applies the dynamic strategy capabilities concept from the strategy research field and strategic human resource management (SHRM) practices concept from the SHRM research field. Findings – A consolidated model is established to explain the relationships among these variables. Originality/value – The model is expected to provide significant implications for thought leaders to reflect on the topics regarding organizations' changes, firm's strategies and SHRM system and social issues. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Change Management Emerald Publishing

A model to explore the mystery between organizations' downsizing strategies and firm performance Integrating the perspectives of organizational change, strategy and strategic human resource management

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0953-4814
DOI
10.1108/09534810810874831
Publisher site
See Article on Publisher Site

Abstract

Purpose – Downsizing in organizations is a popular management strategy. However, in the field of organization change, the question of whether downsizing practices eventually improve performance is frequently asked and is never satisfactorily answered. The consequences have not always materialized over these years. On the negative side, downsizing harms employees, their families, and at the same time causes social chaos. The possible answers could be the ignorance of some important mechanisms between them. The paper aims to explain this issue. Design/methodology/approach – The paper applies the dynamic strategy capabilities concept from the strategy research field and strategic human resource management (SHRM) practices concept from the SHRM research field. Findings – A consolidated model is established to explain the relationships among these variables. Originality/value – The model is expected to provide significant implications for thought leaders to reflect on the topics regarding organizations' changes, firm's strategies and SHRM system and social issues.

Journal

Journal of Organizational Change ManagementEmerald Publishing

Published: May 23, 2008

Keywords: Downsizing; Human resource management; Organizational structures; Corporate strategy

References