Playing the grim reaper: How employees experience carrying out a downsizing

By Judith A. Clair, Ronald L. Dufresne. 2004

90 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f6f515d3af1e7be85a3bfeaf80c0b8b80373cabd

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In Organizational Behavior and Human Resource Management

1. Sturle Danielsen Tvedt
2. Andrew L. Molinsky
3. Joshua D. Margolis
4. Roy K. Smollan
5. Misha Mariam
6. Abhinav Gupta
7. Sucheta Nadkarni
8. Marte Pettersen Buvik

Citations in the corpus

• Developing criteria for healthy organizational change (2007, background): “Clair and Dufresne (2004) found that managers responsible for planning and carrying out downsizing engaged in several physical avoidance tactics including hiding in their office, staying out of sight, and ‘‘lying low.’’”
• Navigating the Bind of Necessary Evils: Psychological Engagement and the Production of Interpersonally Sensitive Behavior (2008, background): “Traditionally, research has shown that performers of tasks such as necessary evils navigate the bind they pose through psychological disengagement (Bandura, 1990; Clair & Dufresne, 2004; Folger & Skarlicki, 1998).”
• Causes of stress before, during and after organizational change: a qualitative study (2015, background): “A role not often researched is that of those who manage downsizing, who have termed themselves grim reapers (Clair and Dufresne, 2004) and executioners (Gandolfi, 2009).”
• Dispositional Sources of Managerial Discretion: CEO Ideology, CEO Personality, and Firm Strategies (2018, background): “Downsizing is associated with strong criticism and antagonism toward leaders, who may then become isolated and distanced from their employees (Clair and Dufresne, 2004).”