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Towards enhancing survivors' organizational and personal reactions to layoffs: A rejoinder to daniels
Author(s) -
Brockner Joel
Publication year - 1995
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.4250160407
Subject(s) - layoff , restructuring , business , public relations , strategic management , management , economics , marketing , political science , economic growth , unemployment , finance
In this issue Daniels critiques a report which appeared in the Strategic Management Journal's Special Issue on Corporate Restructuring. The report described two studies which delineated several determinants of the reactions of layoff survivors (Brockner et al., 1993). Daniels interpreted Brockner et al. to be saying that managers in downsizing organizations should implement layoffs in ways that maximize survivors' organizationally‐relevant reactions. even if doing so imposes personal costs on the survivors. Unfortunately, Daniels failed to perceive our intended message: that layoffs (and other forms of restructuring) should be implemented in ways that optimize outcomes for both the organization and its people.