The effects of organizational restructuring on industrial buying behavior: 1990 and beyond

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. More complex environments Knowledge-based economyHowever, in contrast to threat-rigidity thesis, if we reverse the logic proposed by classic administrative theory (cf. Sutton and D'Aunno, 1989), size decreases should create opposite effects. That is, because workforce Centralization of authorityCoordination and control

The industrial brand personality scale: Building strong business-to-business brands

“…The problem is based upon the premise that both the principal (management) and the agent (production) try to maximize their individual self-interests. Based on the assumption of divergent goals, risk tendencies, and existing information asymmetries, the danger exists that the agent (here procurement) will not decide and act in the interests of the principal (here management; Lewin & Johnston, 1996). While our research provides important insights, it also has limitations, provides opportunities for future research, and has direct implications for industrial brand managers.…”

Organizational Downsizing: Psychological Impact on Surviving Managers in Hong Kong

“…To lessen job insecurity, survivors often feel the need to demonstrate superior performance (Sadri, 1996;Lewin and Johnston, 1996), which will further decrease their morale and affective states (Brockner et al, 1993;Brockner et al, 1994). Indeed, given expected levels of job insecurity, survivors may feel that even fair lay-off procedures will do little to ensure continued employment and this therefore creates in them a high desire to leave the company.…”

“…From the employee's perspective, the feeling of dependency on the company is transformed into a sense of betrayal as the employer is no longer willing or able to promise job security, pay and benefits, or promotion opportunities (Newell and Dopson, 1996). Numerous authors find that the continued threat of job loss is regarded as the primary cause of deteriorating psychological wellbeing in the workplace and produces negative consequences in terms of morale, commitment and the work effort of survivors Dekker and Schaufeli, 1995;Lewin and Johnston, 1996). As a result, organizations may experience increasing tardiness, absenteeism and turnover among their remaining employees.…”

Firm downsizing and satisfaction among United States and European customers

“…Normative isomorphismemerging through professional conferences, seminars and networkspressures executives to adopt currently accepted management practices and philosophies (McKinley et al, 2000). As such, presentday downsizing decisions often are not so much related to economic considerations as they are related to socio-cognitive organizational schemas that view downsizing as effective, necessary, and inevitableeven if the consequences for the organization are uncertain (Lewin, 2001;Lewin and Johnston, 1996;McKinley et al, 2000).…”