Downsizing in a Learning Organization: Are There Hidden Costs?

By Susan R. Fisher, Margaret A. White. 2000

348 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/bf80b7088d9799c54cb4f684ce09545bcdf8d6a6

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Human resources and the resource based view of the firm (2001, positive): “…1996, Leibeskind, 1996), dynamic capability (Eisenhardt & Martin, 2000; Teece, Pisano, & Schuen, 1997), learning organizations (Fiol & Lyles, 1985; Fisher & White, 2000), and leadership (Finkelstein & Hambrick, 1996; Norburn & Birley, 1988; Thomas, 1988) as sources of competitive advantage turn…”
Work design theory: a review and critique with implications for human resource development (2005, background): “…costs, this may occur at the expense of creativity (Amabile & Conti, 1999), innovation (Dougherty & Bowman, 1995), employee morale (Hill et al., 1998), organizational connectedness (Raghuram, Garud, Wiesenfeld, & Gupta (2001), and other indicators of employee wellbeing (Fisher & White, 2000).”
Organisational restructuring and downsizing: issues related to learning, training and employability of survivors (2005, background): “Though originally implemented for problematic organisations, downsizing is increasingly used as a strategy to ensure a leaner business (Fisher and White, 2000).”
Team learning from mistakes : the contribution of cooperative goals and problem-solving (2004, background): “groups, and organizations are the bases for experiential learning (Fisher and White, 2000; Lane and Lubatkin, 1998; Nonaka and Takeuchi, 1995; Senge, 1990).”
Repatriating knowledge: variables influencing the “transfer” process (2009, background): “Research on networks as manifestations of social capital reveal that networks aid in acquiring and imparting knowledge (Fisher & White, 2000).”
Human Resources and the Resource Based View of the Firm (2014, neutral): “Concepts such as knowledge (Argote & Ingram, 2000; Grant, 1996, Leibeskind, 1996), dynamic capability (Eisenhardt & Martin, 2000; Teece, Pisano & Schuen, 1997), learning organizations (Fiol & Lyles, 1985; Fisher & White, 2000), and leadership (Finkel- .”
The Effect of Layoffs on Firm Reputation (2005, background): “Through these disruptions to information sharing, downsizing has the potential to damage the firm’s learning and memory capabilities (Fisher & White, 2000).”
A Multifacet Model of Organizational Learning (2002, background): “Fisher and White (2000) found that downsizing, another form of restructuring that involves personnel reduction, also damages organizational learning because people who are let go take with them valuable experience and knowledge and, more so, because their departure disrupts the networks of interrela”