Littler, Craig R. and Wiesner, Retha ORCID: https://orcid.org/0000-0003-2849-2337 and Dunford, Richard
(2003)
The dynamics of delayering: changing management structures in three countries.
Journal of Management Studies, 40 (2).
pp. 225-256.
ISSN 0022-2380
Abstract
The 1990s witnessed significant changes in organizational design philosophy.This paper delineates trends in delayering based on surveys of 2964 organizations across three countries and assesses the effects in terms of management structures, workloads,productivity and the notion of the 'survivor syndrome'. It concludes that delayering has been widespread as an organizational strategy; that there are few signs of a delayering -relayering cycle, but the effects in relation to managers was a collapse of commitment in Australia and South Africa. However, there were significant diffences in New Zealand. A downsizing/delayering model is discussed.
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