The paradox of managerial downsizing

被引:36
|
作者
Littler, CR
Innes, P
机构
[1] Univ St Andrews, St Andrews KY16 9AH, Fife, Scotland
[2] Univ Queensland, Sch Business, St Lucia, Qld 4072, Australia
关键词
organizational downsizing; delayering; careers; administrative intensity; middle managers;
D O I
10.1177/0170840604046314
中图分类号
C93 [管理学];
学科分类号
12 ; 1201 ; 1202 ; 120202 ;
摘要
Delayering and the flattening of organizational hierarchies was a widespread trend through the 1990s. Peters (1992) in the USA promoted flattening as an organizational strategy and Keuning and Opheij (1994) promoted the prescriptions in Europe. Despite these strategies and apparent structural changes, the number and ratio of managers appears to have grown. This paradox of managerial downsizing has not been adequately probed in the literature. The predominant explanation, that there has been a 'myth of managerial downsizing', is associated with Gordon (1996). However, this debate has been shaped by the US experience and data. There is a need to reassess the dynamics of the 1990s in relation to other economies. This article focuses on a semi-peripheral economy, that of Australia. A study of the population of firms over time is necessary in order to resolve the issues. The article utilizes a comprehensive range of data, including several national surveys and a longitudinal database of all larger private-sector firms in Australia during the 1990s. The results indicate that the 'myth of managerial downsizing' must be rejected. There were dramatic effects on managers through the course of the 1990s in larger Australian firms. The dynamics of the process are analysed, tracking 4,153 firms across the decade and the paradox explained. The theoretical implications are discussed.
引用
收藏
页码:1159 / 1184
页数:26
相关论文
共 50 条
  • [1] Managerial accounts of downsizing
    Palmer, I
    Kabanoff, B
    Dunford, R
    JOURNAL OF ORGANIZATIONAL BEHAVIOR, 1997, 18 : 623 - 639
  • [2] Achieving Downsizing: Managerial Perspectives
    Noronha, Ernesto
    D'Cruz, Premilla
    GLOBAL BUSINESS REVIEW, 2005, 6 (01) : 77 - 94
  • [3] Implications of organizational downsizing for managerial careers
    Evans, MG
    Gunz, HP
    Jalland, RM
    CANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES-REVUE CANADIENNE DES SCIENCES DE L ADMINISTRATION, 1997, 14 (04): : 359 - 371
  • [4] The paradox of anthropogenic enrichment: homogenization and downsizing of insular mammals
    Lomolino, Mark V.
    van der Geer, Alexandra A. E.
    FRONTIERS OF BIOGEOGRAPHY, 2023, 15 (03):
  • [5] Downsizing Paradox in India: Rise of Females in Public Employment
    Nepram, Damodar
    Ningthoujam, Yaiphaba
    Singh, S. Prakash
    INDIAN JOURNAL OF ECONOMICS AND DEVELOPMENT, 2021, 17 (03) : 616 - 623
  • [6] The whistleblower as the personification of a moral and managerial paradox
    Cailleba, Patrice
    Petit, Sandra Charreire
    MANAGEMENT, 2018, 21 (01): : 675 - 690
  • [8] The managerial career after downsizing: Case studies from the 'leading edge'
    McGovern, P
    Hope-Hailey, V
    Stiles, P
    WORK EMPLOYMENT AND SOCIETY, 1998, 12 (03) : 457 - 477
  • [9] Managerial coaching: a paradox-based view
    Dhar, Udayan
    LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL, 2022, 43 (02) : 291 - 301
  • [10] Information technology and the nature of managerial work: From the productivity paradox to the icarus paradox?
    Pinsonneault, A
    Rivard, S
    MIS QUARTERLY, 1998, 22 (03) : 287 - 311