The effect of downsizing on innovation outputs: The role of resource slack and constraints

Ramdani, Boumediene; Guermat, Cherif; Mellahi, Kamel

doi:10.1177/0312896220970609

Cited by 11 publications

(7 citation statements)

References 87 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Pros and Cons of Layoffs Note: Adapted from "Layoffs and downsizing implications for the leadership role of human resources" by Mujtaba, B., & Senathip, T. (2020). Journal of Service Science and Management, 13(02), p. 214. https://doi.org/10.4236/jssm.2020.132014 Ramdani et al (2021) found that downsizing could affect an organization's innovation outputs positively, especially when that organization is experiencing a shortage of resources. For organizations experiencing shortage or a lack of resources, downsizing has proven to yield positive results firstly because, employees may begin to compete with one another, leading to superior performance and increased creativity, out of concern that they would lose their jobs in potential future rounds of downsizing (Ramdani et al 2021).…”

Section: ____________________________________________________________...mentioning

confidence: 99%

“…Journal of Service Science and Management, 13(02), p. 214. https://doi.org/10.4236/jssm.2020.132014 Ramdani et al (2021) found that downsizing could affect an organization's innovation outputs positively, especially when that organization is experiencing a shortage of resources. For organizations experiencing shortage or a lack of resources, downsizing has proven to yield positive results firstly because, employees may begin to compete with one another, leading to superior performance and increased creativity, out of concern that they would lose their jobs in potential future rounds of downsizing (Ramdani et al 2021). Likewise, reallocation of employees to form new teams will foster creativity because these employees will bring together knowledge from all areas of the organization, and these newly formed relationships could be a rich environment for creativity.…”

Section: ____________________________________________________________...mentioning

confidence: 99%

See 1 more Smart Citation

Fall Issue, 2022

2022

WIJAR

View full text Add to dashboard Cite

The ability for workers to be authentic in the workplace benefits individuals and organizations alike. However, empirical studies examining the influences of employees' satisfaction with a supervisor and authenticity are limited, especially for employees with identities such as LGBTQIA. Therefore, this exploratory study aimed to investigate state-based versus trait-based perceived work authenticity, satisfaction with a supervisor, and the influence of sexual orientation and gender identity within one Fortune 50 company in the United States. In addition, differences in perceived authenticity and satisfaction with a supervisor were assessed by dividing participants into two groups-one as LGBTQIA and the second as cisgender and heterosexual. Quantitative data was collected with a cross-sectional online survey assessing work authenticity, satisfaction with one's supervisor, and demographic questions. The analysis and empirical tests included descriptive statistics, Pearson correlation, independent t-tests, and general linear models. Findings from this research study indicated that authenticity correlates to satisfaction with one's supervisor, and workers who identify as LGBTQIA report lower levels of authenticity, especially in self-alienation. Recommendations are provided regarding future research and improved organizational and human resource management practices for an authentic workforce or diversity and inclusion.

show abstract

Section: ____________________________________________________________...mentioning

confidence: 99%

Section: ____________________________________________________________...mentioning

confidence: 99%

Fall Issue, 2022

2022

WIJAR

View full text Add to dashboard Cite

show abstract

“…Note: Adapted from "Layoffs and downsizing implications for the leadership role of human resources" by Mujtaba, B., & Senathip, T. (2020). Journal of Service Science and Management, 13(02), p. 214. https://doi.org/10.4236/jssm.2020.132014 Ramdani et al (2021) found that downsizing could affect an organization's innovation outputs positively, especially when that organization is experiencing a shortage of resources. For organizations experiencing shortage or a lack of resources, downsizing has proven to yield positive results firstly because, employees may begin to compete with one another, leading to superior performance and increased creativity, out of concern that they would lose their jobs in potential future rounds of downsizing (Ramdani et al 2021).…”

Section: Pros and Cons Of Layoffsmentioning

confidence: 99%

The Role of the Human Resource Department in Organizational Downsizing

Lawal

2022

WIJAR

View full text Add to dashboard Cite

In preparation for an incoming economic recession, organizations in the United States and across the globe are now actively engaging in various downsizing tactics, such as layoffs and hiring freezes, to strategically reduce their workforce. The Human Resources department then has the important responsibility of effectively managing the impact of the downsizing process by mitigating the legal, ethical, and social risks that may arise as a result of layoffs, such as helping affected employees better manage the resulting stress, and empowering surviving employees to continue productivity. While most companies focus solely on continuing business operations after layoffs and reducing legal and publicity risks, not much is done to alleviate the stress so that the organizations’ remaining employees can better cope with their new situations. This paper provides a brief overview of the concept of organizational downsizing and its effect on employees. Additionally, the paper describes the function of the HR department in the downsizing process and concludes that the HR department has a responsibility to both surviving and affected employees. This paper then examines the responsibility of the department to both parties. Keywords: Organizational downsizing, layoffs, survivor management, human resources, HR Responsibilities

show abstract

“…Indeed, on the one hand, positive implications of downsizing have been highlighted in extant research, such as decreased bureaucracy, lower costs, accelerated decision-making, facilitated communication, enhanced corporate entrepreneurship initiatives and increased productivity (Cascio, 1993). On the other hand, scholars have also highlighted negative implications, such as decreases in employee morale and commitment (Cascio, 1993), decreases in overall firm effectiveness (Day et al , 2012) and decreases in innovation performance (Ramdani et al , 2020). Furthermore, the market’s reaction to downsizing intentions may be influenced by contextual factors, as the market may appraise downsizing caused by a poor demand environment negatively and may welcome downsizing aimed at improving efficiency (Palmon et al , 1997).…”

Section: Literature Reviewmentioning

confidence: 99%

Signaling downsizing intentions after a major crisis: does managerial authenticity matter?

Jancenelle

Buccieri

2022

IJOA

View full text Add to dashboard Cite

Purpose The purpose of this study is to investigate the link between downsizing cues and market performance prior to and after a major crisis. We use a recent exogenous shock – the COVID-19 pandemic – to test hypotheses on the nature of the relationship between downsizing cues and market performance within two distinct groups: pre and post-crisis. We purport that the sudden increase in uncertainty brought about by a major crisis widens information asymmetry between firms and their shareholders, and that top managers sending downsizing cues to the market with high levels of authenticity may be more likely to trigger positive market reactions. Design/methodology/approach The authors rely on computer-assisted text analysis (CATA) methodology, event-study methodology and a data set of 952 pre- and post-crisis earnings conference calls held by 476 S&P 500 firms to test the hypotheses in this study. Findings The authors find that downsizing cues have no effect on market performance in the pre-crisis group, but are negatively related to market performance in the post-crisis group. The authors also find that authenticity cues positively mitigate the relationship between downsizing cues and market performance relationship in the post-crisis group. Originality/value This empirical study extends our knowledge of the influence of a major crisis on the relationship between downsizing and market performance by leveraging the revelatory power of an exogenous environmental shock. The authors also explore the role played by managerial authenticity and find that the market is more inclined to accept post-crisis downsizing efforts when top managers are perceived as authentic.

show abstract

The effect of downsizing on innovation outputs: The role of resource slack and constraints

Cited by 11 publications

References 87 publications

Fall Issue, 2022

Fall Issue, 2022

The Role of the Human Resource Department in Organizational Downsizing

Signaling downsizing intentions after a major crisis: does managerial authenticity matter?

Contact Info

Product

Resources

About