A Sociocognitive Interpretation of Organizational Downsizing

By W. Mckinley, Jun Zhao, Kathleen G. Rust. 2000

263 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/fb962b6c5984982e66ee38aadf5061bf6d26a7f3

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In Organizational Behavior and Human Resource Management

1. P. Bordia
2. S. Restubog
3. N. Jimmieson
4. Misha Mariam
5. Abhinav Gupta
6. Sucheta Nadkarni
7. B. Irmer
8. A. Rafferty

Citations in the corpus

• Business ideologies and perceived breach of contract during downsizing: the role of the ideology of employee self-reliance (2003, background): “Yet perceptions of downsizing are important, since they are a critical element in the sociocognitive processes that lead to the establishment of downsizing as a taken-for-granted management technique (McKinley et al., 2000).”
• Haunted by the Past: Effects of Poor Change Management History on Employee Attitudes and Turnover (2007, background): “Belief congruent information is easier to process and people are motivated to maintain cognitive consistency (Dutton & Jackson, 1987; McKinley et al., 2000).”
• Dispositional Sources of Managerial Discretion: CEO Ideology, CEO Personality, and Firm Strategies (2018, background): “We propose that a firm’s adoption of downsizing may result from the CEO’s preferences— an idea that, although recognized by a few researchers, has remained largely unexamined (Cascio, 1993; McKinley, Zhao, and Rust, 2000).”