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Article
Publication date: 1 April 1994

Craig Dreilinger

Codes of ethics typically define what “thou shalt not” do. They also mostly deal with legalities. Because of this approach, codes rarely prevent unethical conduct because such…

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Abstract

Codes of ethics typically define what “thou shalt not” do. They also mostly deal with legalities. Because of this approach, codes rarely prevent unethical conduct because such conduct is in a “gray zone” that is difficult to codify. Prior to the Defense Industry Initiative, for example, Defense contractors had a lot of “codes,” but still got into ethical hot water. The codes did not say what behaviors were expected, only those that were not. That made the rules easy to get around.

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Journal of Business Strategy, vol. 15 no. 4
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 December 2000

Steven H. Appelbaum and Magda Donia

While downsizing has become an increasingly popular organizational tool in the achievement and/or maintenance of competitiveness and increased productivity, the negative side…

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Abstract

While downsizing has become an increasingly popular organizational tool in the achievement and/or maintenance of competitiveness and increased productivity, the negative side effect known as survivor syndrome continues to plague many post‐downsizing organizations. This two‐part article examines the full spectrum of research, with the goal of producing a model. The model is based upon the problems survivors experienced and modeled after the John Wanous realistic job preview (RJP). The realistic downsizing preview (RDP), which can be effectively used before the downsizing, is implemented to prevent survivor syndrome in the aftermath of the downsizing. The foundation of the RDP model is that by addressing issues that have been observed as survivor syndromes prior to a downsizing, the negative outcomes can be minimized. Part I considers downsizing, its effects on survivors and their needs, and the importance of good communication and perceived fairness within the process.

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Career Development International, vol. 5 no. 7
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 19 June 2009

Michael J.R. Butler, Mike Sweeney and David Crundwell

The purpose of the paper is to present the findings of a study of factory closure management. It details the sequence and the results of the key strategic manufacturing management…

2341

Abstract

Purpose

The purpose of the paper is to present the findings of a study of factory closure management. It details the sequence and the results of the key strategic manufacturing management decisions made from the time of the announcement of the plant closure to the cessation of operations. The paper also includes an analysis of the human resource management (HRM) actions taken during this same time period and their consequences upon all those involved in the closure management process.

Design/methodology/approach

The case study methodology consisted of two initial site visits to monitor closure management effectiveness (adherence to plan and the types and frequency of closure management communications). During these visits, documentary evidence of the impact of the closure decision upon production performance was also collected (manufacturing output and quality performance data). Following plant closure, interviews were held with senior business, production and HRM managers and production personnel. A total of 12 interviews were carried out.

Findings

The case study findings have informed the development of a conceptual model of facility closure management. Information obtained from the interviews suggests that the facility closure management process consists of five key management activities. The unexpected announcement of a factory closure can cause behavioural changes similar to those of bereavement, particularly by those employees who are its survivors. In addition, similar reactions to the closure announcement may be displayed by those who choose to remain employed by the factory owner throughout the phased closure of the plant.

Originality/value

Facility closure management is an insufficiently researched strategic operations management activity. This paper details a recommended procedure for its management. A conceptual model has also been developed to illustrate the links between the key facility closure management tasks and the range of employee changes of behaviour that can be induced by their execution.

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International Journal of Operations & Production Management, vol. 29 no. 7
Type: Research Article
ISSN: 0144-3577

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