The text provides a unique combination of research, theory and practice, and not only examines key issues associated with organizational change, but also suggests how such changes can be better managed in the future. Specific topics considered include the new employment relationship and its implications for careers, how organizational changes are affecting manager′s views of their working lives, ethical issues in downsizing, and best practices for organizational renewal and revitalization. A range of case studies provides world–wide examples of initiatives being undertaken by leading–edge firms.
Together, the contributors capture the global nature of the difficulties confronting organizational leaders and highlight the need for creative solutions.
List of contributors.
Part I: Impact of Restructuring on Employees and Organizations:.
1. The new organizational reality: transition and renewal: Ronald J. Burke and Cary L. Cooper.
2. The impact of organizational change on UK managers′ perceptions of their working lives: Les Worrall, Cary Cooper and Fiona Campbell.
3. Impact on privatization in Portugal: Rita Campos e Cunha.
4. Comparing the downsizing experiences of three countries: a restructuring cycle?: Craig Littler.
5. Sickness absence and organizational downsizing: Mika Kivimaki, Jussi Vahtera, Amanda Griffiths, Tom Cox and Louise Thomson.
Part II: New research Directions:.
6. An empirical examination of a stress–based framework of survivor responses to downsizing: Gretchen M. Spreitzer and Aneil K. Mishra.
7. Gender and job insecurity: Mina Westman.
8. Ethical problems in downsizing: Zehava Rosenblatt and Zachary Schaeffer.
9. Total quality management during downsizing: Marjorie Armstrong–Stasssen.
Part III: The new career reality:.
10. The new employment contract: psychological implications of future work: Paul Sparrow.
11. Down but not out: career trajectories of middle–aged and older workers after downsizing: Daniel C. Feldman.
12. Organizational crisis and change: the new career contract at work: John F. McCarthy and Douglas T. Hall.
13. Eroding organizational social capital among US firms: the price of job instability: Carrie R. Leana and Harry J. Van Buren III.
Part IV: Renewal and Revitalization: Best Practices:.
14. Leading organizations through survivor sickness: a framework for the new millennium: David Noer.
15. Value–based management: a tool for managing change: Todd D. Jick.
16. Coping with mergers and acquisitions: Susan Cartwright and Sarah–Louise Hudson.
17. Organizational restructuring: identifying effective hospital downsizing processes: Ronald J. Burke and Esther R. Greenglass.
"The range of chapters and authors is impressive. It is particularly good to see authors from several continents included, as befits a text on such global issues. There is also a good balance between case studies, large scale studies, comparative data and theory building... A book that offers guidelines on good practice is always alluring and I believe that this will make it very attractive to managers as well as management students. Overall this would be a very useful book and a leader in a field of growing contemporary and global relevance." Sue Lewis, Manchester Metropolitan University
"This volume proposes to cover three highly topical issues...it will be a timely collection..." Dale Zand, NYU
"... a thought–provoking and worthwhile book that attempts, through empirical investigation and reflection, to shed light on some of the most serious and worrying employment trends of our time. Its beauty is in its injection of realism, which serves as a refreshing if disturbing antidote to the overly simplistic and optimistic prescriptions found in traditional management/MBA texts." Times Higher Education Supplement