More on Cutback Management: Hard Questions for Hard Times

Levine, Charles H.

doi:10.2307/3110475

Cited by 249 publications

(199 citation statements)

References 2 publications

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“…Such enterprises need to retain the more capable employees to survive in the short run and to facilitate a possible turnaround in the long run. The adverse effect of BD discloses a fundamental paradox, illustrated by Levine's (1979)`free exiter' predicament: it is the skilled professionals and the talented managers ± the workers most needed effectively to tackle decline or crisis ± who tend to leave.…”

Section: Introductionmentioning

confidence: 99%

Brain drain in declining organizations: toward a research agenda

Rosenblatt

Sheaffer

2001

J Organ Behavior

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SummaryBrain drain (BD) is one of the more detrimental implications of organizational decline and crisis, yet it has only been¯eetingly addressed in organization studies. In light of this lacuna, the current paper introduces a conceptual framework of BD during decline. A model featuring both BD antecedents (predictors) and consequences is presented, including an analysis of leavers' behavioral characteristics. The paper offers a set of research propositions and concludes with directions for future study.

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Section: Introductionmentioning

confidence: 99%

Brain drain in declining organizations: toward a research agenda

Rosenblatt

Sheaffer

2001

J Organ Behavior

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“…However, in terms of budget-making, the decoupling of revenue-raising and expenditure between departments may be considered a concentration, rather than a diffusion, of authority. The transfer of controls over spending to DPER led to greater responsibility among fewer officials in that department, and thus a centralisation of budgetary management, which is a common response to crisis (Levine, 1979). However, the implementation of cuts was operated in a decentralised manner, with departments given targets to achieve not just in terms of personnel but also in terms of their financial envelope for the year ahead.…”

Section: Financial Management Reformmentioning

confidence: 99%

Reforming the Irish public service: A multiple streams perspective

MacCárthaigh

2017

Administration

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Following the Irish general election of 2011, a new ministry emerged which sought to combine public expenditure, industrial relations and public sector reform. The creation of the Department of Public Expenditure and Reform (DPER) represented a major departure in Irish administrative history, not least because it introduced a new actor at the heart of Irish government, but also for the range of tasks with which it was endowed. This article provides an administrative reform context for the creation of DPER before examining its work across three domains: industrial relations, financial management reform and administrative reform. Drawing on Kingdon's 'multiple streams' model of policy change, the article argues that reform efforts across all three were made possible by the 'window of opportunity' presented by the department's creation and the coming together of problems, policies and politics in respect of public service reform.

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“…Where this belief is mistaken, however, Behn likens this to Levine's (1979) "tooth fairy syndrome," that is, the belief that in the near future someone (with funds) will magically appear to remove the necessity for continuing to take cutback actions. Behn argues that Note: N = 221 for factors 1,2,3, and 5 ; N = 220 for factors 4,6, and 7.…”

Section: Strategy 1: Cost Reductionmentioning

confidence: 99%

Arts management cutback strategies: A cross‐sector analysis

Palmer

1996

Nonprofit Mgmnt & Ldrshp

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The turbulent economic climate of the arts in the 1990s raises the question of how arts managers are coping with this situation. Exploratory factor analysis of responses from 237 Australian arts managers in public, private nonprofit, and private for‐profit sectors revealed seven different strategic responses: cost reduction, political, cooperative, downsizing, refinancing, commercialization, and relocation. Private sector managers were more likely to use the refinancing strategy, and nonprofit and public managers were more likely to use the political and cooperative strategies. Implications for arts managers in using these strategies are explored.

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More on Cutback Management: Hard Questions for Hard Times

Cited by 249 publications

References 2 publications

Brain drain in declining organizations: toward a research agenda

Brain drain in declining organizations: toward a research agenda

Reforming the Irish public service: A multiple streams perspective

Arts management cutback strategies: A cross‐sector analysis

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