The survivor syndrome: aftermath of downsizing

Abstract

Reports that the fundamental problem with corporate restructuring as it is practised today ‐ as an ongoing strategy even in profitable times, rather than as an emergency move ‐ is that it is based on a flawed vision of what makes people and organizations work well. Excessive downsizing experiences create a new psycho‐social problem: the “survivor syndrome”. Examines survivor syndrome, identifies its causes and suggests remedies that lead to rebuilding employee commitment to the new organization.

Citation

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. 278-286. https://doi.org/10.1108/13620439710178639