Downsizing and Deknowledging the Firm

Datos Bibliográficos

ID2372887
AutoresCraig R Littler (University of London, Royal Holloway, UK), Peter A Innes (0000-0001-6252-6700, Sunshine Coast University, Australia), Peter Innes
Año2003
Volumen17
Número1
Páginas73-100
Fecha de publicación2003-03-01
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaWork Employment and Society (JOURNAL)
Identificadores de la revistaISSN: 0950-0170 • E-ISSN: 1469-8722
EditorialSAGE Publications Inc (PUBLISHER)
DOI10.1177/0950017003017001263
OpenAlexW1993769168
IdiomaEN
Citas recibidas10
Referencias citadas34

Organizations in many OECD economies have undergone a decade of downsizing, restructuring and transition. For example, workforce reductions were a dominant feature of firm behaviour in Australia throughout the 1990s. These wide-ranging organizational transitions are expected to continue. What do the new organizational forms and new job structures mean in relation to skill trends? This article examines the changing paradigms for understanding long-term skill change and assesses their relevance by empirically examining the relationship between downsizing, deskilling/upskilling and contingent labour use in larger firms. The analysis is based on a comprehensive, longitudinal data set of 4153 companies. A key finding is that downsizing was used as a vehicle for a different form of 'deskilling' across the 1990s. Alongside the 'knowledge organization', there are processes of deknowledging the firm

Business · Deskilling · Economic growth · Economics · Industrial organization · Labour economics · Political science · Relevance (law · Restructuring · Set (abstract data type · Work (physics · Workforce · Employment and Welfare Studies · Engineering · Organizational Downsizing and Restructuring · Finance