Network Destruction: The Structural Implications of Downsizing

By P. Shah. 2000

281 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/a1ce4e9aa1760ac2b92706c0fe6cec78cb8dee09

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Good for the Soul: the relationship between work, wellbeing and psychological capital (2009, background): “Structural reform also impacts on the informal networks and trust (key elements of social capital within an organisation) that facilitate duties and performance within an organisation (Shah, 2000; La Porta et al., 1997).”
A Multi-Level Analysis of Organizational Justice Climate, Structure, and Employee Mental Health† (2007, background): “…the social construction of justice has received significant attention in the management literature (e.g., Greenberg, 2006; Kulik & Ambrose, 1992; Shah, 1998, 2000; Umphress et al., 2003), with a consistent conclusion that social interactions influence individual perceptions of organizational…”
A study on motivating employees’ learning commitment in the post-downsizing era: Job satisfaction perspective (2007, background): “Downsizing has inevitably made employees lose their trust in the firm (Brockner, 1988; Brockner, Wiesendelf, Reed, Grover, & Martin, 1993; GomezMejia et al., 1998; Millward & Brewerton, 2002; Shah, 2000).”
The Effect of Layoffs on Firm Reputation (2005, background): “Changes in informal communication networks may reduce the ability of downsized firms to share information (Dougherty & Bowman, 1995; Fisher & White, 2000; Lei & Hitt, 1995; Shah, 2000).”
The development of trust and distrust in a merger (2004, methodology): “A key tool used by organizations during merges to foster a positive transition is via information (Shah, 2000).”
Predicting Employee Turnover from Friendship Networks (2008, background): “For example, Shah (2000) found that employees rely on structurally equivalent others (i.e., those who hold a similar role or position in the network) for job-related information and rely on cohesive referents (i.e., those who have close ties with a focal individual) for general information and as…”
Friendship and Advice Networks in the Context of Changing Professional Values (2004, background): “Taskoriented relations and friendship play discrete roles in terms of mobility at work (Podolny and Baron, 1997), and people replace lost advisors more quickly than they adopt new friends (Shah, 2000).”
Team-Level Antecedents of Individuals' Knowledge Networks (2003, background): “In addition, research on downsizing attests to the crucial role of networks in organizations by demonstrating that disruption of knowledge networks can have damaging effects on the remaining organizational members’ effectiveness (Shah, 2000; Dess & Shaw, 2001).”
Citizenship Behavior and The Creation of Social Capital in Organizations (2002, background): “significant influence on information transfer (Krackhardt & Hanson, 1993), organizational learning (Fisher & White, 2000), and the execution of organizational activities (Shah, 2000).”