Downsizing And Redesigning Organizations
Published 2 September 1993
Kim S. Cameron, Sarah J. Freeman, Aneil K Mishrae
Citations134
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Abstract
Abstract In this chapter, Cameron, Freeman, and Mishra present findings and conclusions from the most extensive and systematic study of organizational downsizing that has appeared in the organizational literature. In addition to reporting and interpreting the results of their multiyear, multiorganizational field investigation, the chapter makes important conceptual contributions by distinguishing organizational downsizing from related constructs such as organizational decline, nonadaptation, and growth-in-reverse.
Keywords
Business, Management and Accounting