Downsizing: An examination of some successes and more failures

Steven H. Appelbaum, Tamara G. Close, Sandy J Klasa

Research output: Contribution to journalArticlepeer-review

10 Scopus citations


Focuses on downsizing and reviews selected research on organizational change and downsizing. Addresses the issues of “survivors”, and also covers the strategic concerns in planning a downsizing operation and attempts to determine some specific reasons why some companies succeed at downsizing while others do not. Discusses an organization's context, composed of culture, level of trust and level of leadership, since it has a profound effect on a company's downsizing strategy. Examines case studies of Compaq Computer, the State of Oregon, and Patagonia and supports the need for the concerns of the surviving employees to be listened to. In the case of these downsizings, the surviving employees were successfully shown that they should not feel victimized by the downsizing process, but instead should see this process as an opportunity for personal growth.

Original languageEnglish (US)
Pages (from-to)424-437
Number of pages14
JournalManagement Decision
Issue number5
StatePublished - Jun 1 1999


  • Corporate culture
  • Downsizing
  • Employees
  • Layoffs
  • Leadership
  • Organizational change

ASJC Scopus subject areas

  • Business, Management and Accounting(all)
  • Management Science and Operations Research


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