No abstract

In a recent investigation of the turnaround attempts of 32 U.S. textile firms, Robbins and Pearce (1992) concluded that retrenchment is an integral component of successful recovery from decline. In this note we critique, replicate and provide an alternative explanation for their findings using data from the same sample of firms attempting turnarounds. Based on our analyses, we find that little evidence exists to support the assertion that retrenchment is integral to turnaround. We conclude by offering several recommendations for turnaround researchers.

Este artigo aborda a "escolarização" na teoria organizacional: o processo pelo qual novas escolas de pensamento se estabelecem como estruturas teóricas legítimas e distintas. Argumenta-se que o desenvolvimento de escolas de pensamento deve exibir uma combinação de inovação, continuidade e escopo para alcançar status de escola. Esses atributos são descritos, e seu papel na promoção da detecção e assimilação de produtos intelectuais de uma escola, assim como na criação de uma corrente de pesquisa empírica, é discutido. Também são elaboradas oito proposições testáveis de um modelo teórico, além de serem discutidas implicações para futuras pesquisas.

An examination of the diverse literature on organizational decline shows that there is disagreement regarding the effects of decline on innovation. Some research streams suggest that organizational decline interferes with an organization's capacity to innovate, whereas other research implies just the opposite: organizational decline stimulates innovation. In this article we integrate the inconsistent perspectives and findings in these research streams by developing a contingency model. The model identifies variables at the environmental, organizational, and individual levels of analysis that determine whether organizational decline inhibits or stimulates innovation. We summarize the moderating efiects of these variables with empirically testable propositions and discuBS implications of the framework for future research and management practice.

This study examines how individual‐level factors, such as task self‐confidence, self‐esteem, personal goals, job satisfaction, and organizational commitment affect workers' decisions concerning intent to leave the downsizing organization. Results indicate that task self‐confidence and role self‐esteem had positive, largely direct effects on intent to leave, which can be contrasted with the inverse relationship between the self‐concept and intent to leave typically found in non‐downsizing organizations. From this investigation, several implications for managing human resources in the downsizing organization are drawn and discussed in the context of planning for downsizing, implementing downsizing, and managing the downsized organization.