Problem of Plenty: Managing Employee Surplus
01 Jan 2016-Vol. 6, Iss: 1, pp 38-48
TL;DR: An extensive review of literature is done to understand the complete cycle, which is from environmental conditions leading to employee surplus consequently leading to firm implementing relevant strategies to deal with the situation and the consequences thereof on firm and individuals.
Abstract: The article deals with understanding the phenomena of employee rationalisation in firms especially the ones operating in dynamic environments. In this paper the authors do an extensive review of literature to understand the complete cycle, which is from environmental conditions leading to employee surplus consequently leading to firm implementing relevant strategies to deal with the situation and the consequences thereof on firm and individuals. The authors focus their attention on high technology firms and the relevant strategies for managing employee surplus in such firms. They extend the literature by proposing the relevance of tacit knowledge in situations where employee surplus needs to be managed and how it can be retained for preserving the competitiveness of firms.
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01 Apr 2017
TL;DR: This article analyzes the literature in the search for career management in the knowledge-based organizations KBOs to present valuable insights and further understanding of the way in which career management perspectives in the K BOs should be emphasized.
Abstract: This article analyzes the literature in the search for career management in the knowledge-based organizations KBOs. The literature review covers the overview of career management strategy; organizational career management OCM and knowledge management KM in the KBOs; career management and career learning in the KBOs; career management innovation in the KBOs; and the significance of career management strategy in the interorganizational career transitions. Career management is the process that helps employees understand career opportunities and chart a career path within their organization. Encouraging career management in the KBOs has the potential to improve organizational performance and reach strategic goals in the modern workplace. The findings present valuable insights and further understanding of the way in which career management perspectives in the KBOs should be emphasized.
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148 citations
TL;DR: In this paper, a two part definition of organizational crisis is presented, related to their significance and prevalence and reflecting either (a) opportunities to meet organizational goals or (b) demands or threats that may prevent an organization from attaining its goals or limiting its abilities to meet them and (c) which the organization seeks to resolve because outcome stakes are important and the ideal resolution strategy uncertain.
Abstract: Initially, a two part definition of organizational crisis is presented, related to their significance and prevalence and reflecting either (a) opportunities to meet organizational goals or (b) demands or threats that may prevent an organization from attaining its goals or limiting its abilities to meet them and (c) which the organization seeks to resolve because outcome stakes are important and the ideal resolution strategy uncertain. Thus, crises have both objective and subjective aspects. A number of elements of the definition are discussed in terms of their implications for organizations and their subsystems. Finally, three major aspects of our conceptualization are described in terms of empirical examples from our investigations followed by a typology of eight kinds of organizational crisis based upon three dimensions, (1) control, (2) opportunity-threat, and (3) organizational susceptibility and vulnerability to crisis. Part II will deal with strategies and responses to crisis.
144 citations
TL;DR: This article examined the extent to which families experience major economic setbacks and how they respond and found that families that experience a substantial loss of income or work hours are more likely to cut back on expenditures, receive public assistance, experience divorce or separation, and move.
Abstract: Using data from the Panel Study of Income Dynamics, this study examines the extent to which families experience major economic setbacks and how they respond. Families that experience a substantial loss of income or work hours are more likely to cut back on expenditures, receive public assistance, experience divorce or separation, and move. No evidence that partners are able to compensate for a major income loss by increasing their work hours was found. Initial conditions, such as income and assets, the unemployment rate of the area, and race, affect how a family adapts. Families with fewer resources and those who live in areas of high unemployment are more likely to rely on public assistance, and they are less likely to move, increase the work hours of the female head of household, or cut food expenditures.
131 citations
TL;DR: In this paper, the deterrent effect of exit barriers, industry structural traits and competitive posture investments on the firm's ability to divest a failing business with ease is explored, using analyses of th...
Abstract: The deterrent effect of exit barriers, industry structural traits and competitive posture investments, on the firm's ability to divest a failing business with ease is explored, using analyses of th...
122 citations
TL;DR: In this paper, the impact of downsizing strategy on dimensions and types of organizational structure is examined and four downsizing strategies are developed to address organization and environment decline, which can result in both mechanistic and organic shifts in organization structure.
Abstract: This paper examines the impact of downsizing strategy on dimensions and types of organizational structure. Four downsizing strategies are developed to address organization and environment decline. Understanding where and how these strategies modify an organization's activities helps clarity how downsizing impacts organization structure. Propositions are offered that show how downsizing can result in both mechanistic and organic shifts in organization structure.
Mechanistic shifts are caused by downsizing strategies that increase the domain of an organization and the structural processes used to support that domain. Organic shifts are caused by downsizing strategies that decrease the domain of an organization and the structural processes used to support that domain. The rationale provided for these shifts offers a strategic explanation for decreases in administrative intensity that lag decreases in organization size. Propositions about the impact of downsizing on organizational structure are offered as a stimulus to further thought and research.
112 citations