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- Hansson, Magnus, et al.
(författare)
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Pyrrhic victories : anticipating the closedown effect
- 2006
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Ingår i: International Journal of Human Resource Management. - : Informa UK Limited. - 0958-5192 .- 1466-4399. ; 17:5, s. 938-958
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Tidskriftsartikel (refereegranskat)abstract
- Previous studies with empirical evidence on social responsible driven closedowns have identified a productivity increase effect that occurs during the process of organizational closedowns, known as the closedown effect. Our proposition is that this effect can be anticipated as a consequence of a closedown decision. Encountering four different non social responsible closedown cases, of various durations, we statistically test this proposition. Further, we identify a need for an analytical distinction of the phases of the closedown process, in terms of the primary 'advanced notice period' and the secondary 'countdown period'. Based on the analysis, and with this distinction, we are able to conclude that the productivity increase effect can be anticipated during the countdown period. The comparably longer time frame in the Studding case provides the strongest support for our proposition. From the analysis we suggest hypotheses for further research.
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- Wigblad, Rune, et al.
(författare)
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A holistic approach to the productivity paradox
- 2007
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Ingår i: Human Systems Management. - Amsterdam : IOS Press. - 0167-2533 .- 1875-8703. ; 26:2, s. 85-97
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Tidskriftsartikel (refereegranskat)abstract
- Both the public and private sectors have since the 1980s relentlessly cut the size of their workforces. The downsizing has regularly been reported to lead to closure of a whole or a part of a corporation or organization. Some studies which have analyzed the closures have reported that remarkable, counterintuitive improvements in labor productivity occurred during the time-period between the closure announcement and the final working day. Testing an elaborated cybernetic model on a Swedish case study, and on an exploratory basis, this paper proposes a holistic approach to generate a better understanding of this phenomenon. The main holistic pattern is a new order where management control is replaced by more “Self-management” on the plant level, and very strong psychological reactions based on feelings of unfairness.
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- Wigblad, Rune, et al.
(författare)
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Shifting frontiers of control during closedown processes
- 2012
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Ingår i: Personnel review. - London : Emerald Group Publishing Limited. - 0048-3486 .- 1758-6933. ; 41:2, s. 160-179
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: This paper aims to explore and analyse how shifting frontiers of control emerge and, change the labour process so that restrictions to output become diminished, subsequently affecting organisational performance.Design/methodology/approach: Multiple case study design. Interviews with 104 respondents. Analysis of productivity statistics in order to test for the statistical significance of the closedown effect. Single multiple regression analysis of the comparative strength, of the closedown effect, between cases.Findings: Shifting frontiers of control arise during the closedown process, a control system characterised by markedly unrestricted autonomy for the workers as the management frontiers of control abate. This provides an operative space for informal work practices, innovation and emerging new industrial relations, accounting for the higher levels of output.Research limitations/implications: A multiple case study of three different manufacturing organisations, with comparably long closedown periods. The authors do not analyse the sustainability of the increase in output or the generalisibility of the closedown effect to other industries.Practical implications: It is possible to anticipate improved productivity if shiffing frontiers of control are rapidly replacing the old. If management abandons the old control mechanisms, previous to the closedown decision, and provides operative space for workers' initiatives and informal leadership during the closedown process, it is possible to expect good performance, enabling a scope for extended closedown periods.Originality/value: This is the first study that analyses the comparative strength of the closedown effect and how restricted work practices change under the process of closedown.
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