MARKET REACTIONS TO ANNOUNCEMENTS OF CORPORATE DOWNSIZING ACTIONS AND IMPLEMENTATION STRATEGIES

By R. Nixon, Michael A. Hitt, Ho-uk Lee, E. Jeong. 2004

152 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/df7f8af9e81038827d330c9989dbfca191d0b24f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. James P. Guthrie
2. Misha Mariam
3. Michael A. Hitt
4. Abhinav Gupta
5. Mike Hitt
6. J. Harrison
7. Sucheta Nadkarni
8. David P. Lepak

In Organizational Behavior and Human Resource Management

1. R. Duane Ireland
2. Mike Hitt
3. David G. Sirmon
4. Michael A. Hitt
5. James P. Guthrie
6. Alankrita Pandey
7. Misha Mariam
8. M. Allen

In Strategy and Management

1. Michael A. Hitt
2. David G. Sirmon
3. Mike Hitt
4. R. Duane Ireland
5. B. Gilbert
6. S. Certo
7. D. Dalton
8. Deepak K. Datta

Citations in the corpus

• Causes and Effects of Employee Downsizing: A Review and Synthesis (2010, background): “Likewise, Nixon et al. (2004) found that downsizing associated with firm reallocation strategies resulted in superior returns.”
• 1 The Fundamental Agency Problem and Its Mitigation: Independence, Equity, and the Market for Corporate Control (2007, background): “Research suggests that large layoffs, often referred to as downsizing, produce negative shareholder returns ( Cascio, 2002 ; Nixon, Hitt, Lee, & Jeong, 2004 ).”
• Dispositional Sources of Managerial Discretion: CEO Ideology, CEO Personality, and Firm Strategies (2018, background): “Large public corporations typically announce major personnel reductions, and these events often receive wide media coverage (Nixon et al., 2004).”
• Resource Orchestration to Create Competitive Advantage (2011, background): “For example, Priem and Butler’s (2001: 33) critique of RBT suggested that the extant work was overly focused on “generic characteristics of rent-generating resources” at the expense of insight on “how” resources are used to create a competitive advantage. Barney and Arikan (2001: 174) lamented the s”
• The danger of misinterpreting short-window event study findings in strategic management research: an empirical illustration using horizontal acquisitions (2008, background): “…(2004) Alliances 0 Carow et al. (2004) First-movers in acquisition waves 1 to 1, 5 to 5 Harris and Acquisitions and directors 5 to 2 Shimizu (2004) Nixon et al. (2004) High reallocation downsizing 1 to 1 Pangarkar and Acquisitions in Singapore 9 to 1 Lie (2004) Park (2004) Airline international…”