Reducing slack: the performance consequences of downsizing by large industrial firms, 1977–93

By E. Love, N. Nohria. 2005

319 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/cf8a0ddfdb0e14fab3f64db4703d3729946e264b

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In Organizational Behavior and Human Resource Management

Citations in the corpus

The Importance of Slack for New Organizations Facing ‘Tough’ Environments (2010, background): “…has been to examine whether different forms of slack have greater applicability for different strategic © 2010 The Authors Journal of Management Studies © 2010 Blackwell Publishing Ltd and Society for the Advancement of Management Studies approaches (Love and Nitin, 2005; Mishina et al., 2004).”
Swinging a Double-Edged Sword: The Effect of Slack on Entrepreneurial Management and Growth (2011, background): “Third, the bulk of research on slack has focused on the role that cash (George, 2005; Voss et al., 2008) and/or other excess resources (Greenley and Oktemgil, 1998; Love and Nohria, 2005; Mishina et al., 2004) have on performance.”
A Study of the Association between Level of Slack Reduction Following Downsizing and Innovation Output (2010, unknown): “These include formation of multi-skilled teams, enriched jobs for surviving employees, and flatter organization structures (Baumol et al., 2003; Love and Nohria, 2005) which may create an internal environment favorable to the generation and survival of new innovative ideas (Ross, 1974; Hackman and O”
Less is More, or Not? On the Interplay between Bundles of Slack Resources, Firm Performance and Firm Survival (2015, unknown): “…because prior research has focused on the independent effects of one (Bradley et al., 2011a,b; George, 2005; Greve, 2003; Lecuona and Reitzig, 2014; Love and Nohria, 2005; Mellahi and Wilkinson, 2010; Natividad, 2013) or multiple types of slack (Mishina et al., 2004; Mousa and Reed, 2013; Vanacker…”
Behind organizational slack and firm performance in China: The moderating roles of ownership and competitive intensity (2009, methodology): “We use the logarithm of the number of employees in each firm to represent firm size, which likely relates to organizational slack (George, 2005; Love & Nohria, 2005 ).”