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.
Keywords
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
Publisher
:MCB UP Ltd
Copyright © 1997, MCB UP Limited