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Dear Colleagues

Apologies for cross posting.

The Cambridge University Press has just published  Downsizing: Is Less Still more?  edited by  Cary L. Cooper, Alankrita Pandey and James Campbell Quick.  We wanted to share its contents with you. 

More details about the book can be viewed at

alankrit@exchange.uta.edu/UrlBlockedError.aspx" target="_blank">www.cambridge.org/9781107004672 

Best Wishes

Cary L. Cooper

Alankrita Pandey

James Campbell Quick.

Downsizing: Is Less Still More?

Part I. Overview

Ch. 1. Job loss and effects on firms and workers.

Kevin Hallock, Michael R. Strain and Douglas Webber

2. How does downsizing come about?

 Wayne F. Cascio

3. The antecedents of downsizing

Sarah J. Freeman and Kyle Ehrhardt

Part II. Human Outcomes

 4. Human motivation and performance outcomes in the context of downsizing

Aharon Tziner, Erich C. Fein and Lior Oren

5. To downsize human capital: a strategic human resource perspective on the disparate outcomes of downsizing

Gary C. McMahan, Alankrita Pandey and Brian Martinson

6. Health effect outcomes: 'survivor disease' in the context of economic change

Johannes Siegrist and Nico Dragano

Part III. Organizational Outcomes

7. Employee downsizing and organizational performance: what do we know?

Deepak K. Datta, Dynah A. Basuil and Elena A. Radeva

8. Executive perceptions: probing the institutionalization of organizational downsizing

William McKinley and Jasmin Chia-Jung Lin

9. Reducing costs and enhancing efficiency or damaging the company: downsizing in today's global economy

Kenneth P. De Meuse and Guangrong Dai

Part IV. Post-Downsizing Implications

 10. The stress outcomes of downsizing

 M. Blake Hargrove, Cary L. Cooper and James Campbell Quick

11. Good downsizing

Rocki-Lee Dewitt

12. Post-downsizing implications and consequences: a global perspective

Franco Gandolfi, Lisa M. Renz, Magnus Hansson and John B. Davenport

13. Exploring the etiology of positive stakeholder behavior in global downsizing

Shay S. Tzafrir, Hila Chalutz Ben-Gal and Simon L. Dolan

Advance Praise

'Cooper, Pandey, and Quick have captured the most important information on the topic of downsizing available to date. In an era when downsizing is pervasive, its impact enormous, and its implementation still uncertain, this is a must-have book both for scholars and researchers as well as for leaders and practitioners who face the need to downsize.'

Kim Cameron, William Russell Kelly Professor of Management and Organizations, University of Michigan, Ann Arbor

'When organizational leaders hire people, they instigate a social contract that cannot simply be forgotten when times are hard. On the contrary, these are the times when true leaders come to the fore. This book tackles the important topic of downsizing with intelligence and sensitivity, taking a kaleidoscopic view integrating the salient elements of life in organizations. Anybody who is dealing with the challenges that downsizing brings would be wise to get hold of this book as it gives invaluable advice in how to turn such demanding situations into more constructive outcomes.'

Manfred F. R. Kets de Vries, Clinical Professor of Leadership and Organizational Change and Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development, INSEAD

'This book provides a series of chapters from leading academic researchers on the issue of downsizing. It pulls together contemporary findings and ideas on the macro and micro economic causes of downsizing, the way in which the strategy risks becoming institutionalised, the management of job loss, the individual experience of downsizing, and the subsequent impact that it has. It provides a timely analysis of a business strategy that will persist throughout this decade.'

Paul Sparrow, Professor of International Human Resource Management and Director of the Centre for Performance-led HR, Lancaster University Management School

'As downsizing has become ubiquitous in today's business organizations, it is about time to take a deep, rigorous, and multidisciplinary look at it. This book does just that, and in so doing, provides a state of the art description, critique, and prescription for both academics and practitioners.'

Patrick M. Wright, William J. Conaty GE Professor of Strategic Human Resources, Cornell University