Organizational downsizing and career development

Career Development International

Volumn 6, Issue 2, 2001, Pages 87-92

  Bozionelos, Nikos ^a  

^a UNIVERSITY OF STRATHCLYDE   (United Kingdom)

Author keywords

Career development; Downsizing; Executives; Planning

Indexed keywords

EID: 33645720335     PISSN: 13620436     EISSN: None     Source Type: Journal    
DOI: 10.1108/13620430110383393     Document Type: Article

References (18)

1. Appelbaum, S.H., Delage, C., Labib, N. and Gault, G. (1997), “The survivor syndrome: aftermath of downsizing”, Career Development International, Vol. 2 No. 6, pp. 278-86.
2. Arthur, M.B. (1994), “The boundaryless career: a new perspective for organizational inquiry”, Journal of Organizational Behavior, Vol. 15 No. 4, pp. 295-306.
3. Baruch, Y. (1996), “Organizational career planning and management techniques and activities in use in high-tech organizations”, Career Development International, Vol. 1 No. 1, pp. 40-9.
4. Cameron, K.S. (1994), “Strategies for successful organizational downsizing”, Human Resource Management Journal, Vol. 33 No. 2, pp. 189-211.
5. Cameron, K.S., Freeman, S.J. and Mishra, A.K. (1991), “Best practices in white-collar downsizing: managing contradictions”, Academy of Management Executive, Vol. 5 No. 3, pp. 57-73.
6. Ebadan, G. and Winstanley, D. (1997), “Downsizing, delayering and careers – the survivor's perspective”, Human Resource Management Journal, Vol. 37 No. 1, pp. 79-91.
7. Handy, C. (1989), The Age of Unreason, Arrow, London.
8. Herriot, P. and Pemberton, C. (1997), “Facilitating new deals”, Human Resource Management Journal, Vol. 7 No. 1, pp. 45-56.
9. Kets de Vries, M.F.R. and Balazs, K. (1997), “The downside of downsizing”, Human Relations, Vol. 50 No. 1, pp. 11-50.
10. Metcalf, C.J. and Briody, E.K. (1995), “Reconciling perceptions of career advancement with organizational change: a case from General Motors”, Human Organization, Vol. 54 No. 4, pp. 417-28.
11. Newell, H. and Dopson, S. (1996), “Muddle in the middle: organizational restructuring and middle management careers”, Personnel Review, Vol. 25 No. 4, pp. 4-20.
12. Pazy, A. (1986), “Sex differences in responsiveness to organizational career management”, Human Resource Management, Vol. 26 No. 5, pp. 243-256.
13. Phillips, A. and Rollin, C. (1997), “Finding the right direction: using career development workshops in managing change”, Career Development International, Vol. 2 No. 4, pp. 152-6.
14. Sparrow, P.R. (1996), “Transitions in the psychological contract: some evidence from the banking sector”, Human Resource Management Journal, Vol. 6 No. 4, pp. 75-92.
15. Stevens, P. (1996) “What works and what does not in career development programmes”, Career Development International, Vol. 1 No. 1, pp. 11-18.
16. Templer, A.J. and Cawsey, T.F. (1999), “Rethinking career development in an era of portfolio careers”, Career Development International, Vol. 4 No. 2, pp. 70-6.
17. Thornhill, A. and Saunders, M.N.K. (1998), “The meanings, consequences and implications of the management of downsizing and redundancy: a review”, Personnel Review, Vol. 27 No. 4, pp. 271-95.
18. Van Maanen, J. and Schein, E.H. (1977), “Career development”, in Hackman, J.R. and Shuttle, J.L. (Eds), Improving Life at Work, Goodyear, Santa Monica, CA, pp. 30-95.