Associate Professor, Rune Wigblad, Dr Denise, R. Mccluskey
Contacts with companies that had relocated service activities from the Stockholm city area to rural areas during the seventies, eighteens and the nineties, pointed to a phenomenon of increased...
Cutting the String of Control: Managerial ‘Retreat’ During Plant Closures (2007)
Wigblad, Rune, Townsend, Keith J., Hansson, Magnus, Lewer, John
In nine cases of firms which closed, productivity increases were experienced after negotiations with the affected employees were finalised, up until the final day. This productivity change is known...
Cutting the String of Control: Managerial ‘Retreat’ During Plant Closures (2007)
Wigblad, Rune, Townsend, Keith J., Hansson, Magnus, Lewer, John
In nine cases of firms which closed, productivity increases were experienced after negotiations with the affected employees were finalised, up until the final day. This productivity change is known...
A holistic approach to the productivity paradox (2007)
Wigblad, Rune, Lewer, John, Hansson, Magnus
Both the public and private sectors have since the 1980s relentlessly cut the size of their workforces. The downsizing has regularly been reported to lead to closure of a whole or a part of a...
HRM AND ORGANISATIONAL CLOSURE: THE RESEARCH EVIDENCE (2007)
Many organisations downsize each year which, in some instances, involves full or partial closures. Most contemporary research has focused on explanations for closures, the effect of job loss on the...
Cutting the String of Control: Managerial ‘Retreat’ During Plant Closures (2007)
Wigblad, Rune, Townsend, Keith J., Hansson, Magnus, Lewer, John
In nine cases of firms which closed, productivity increases were experienced after negotiations with the affected employees were finalised, up until the final day. This productivity change is known...
Cutting the String of Control: Managerial ‘Retreat’ During Plant Closures (2007)
Wigblad, Rune, Townsend, Keith J., Hansson, Magnus, Lewer, John
In nine cases of firms which closed, productivity increases were experienced after negotiations with the affected employees were finalised, up until the final day. This productivity change is known...
Cutting the String of Control: Managerial ‘Retreat’ During Plant Closures (2007)
Wigblad, Rune, Townsend, Keith J., Hansson, Magnus, Lewer, John
In nine cases of firms which closed, productivity increases were experienced after negotiations with the affected employees were finalised, up until the final day. This productivity change is known...
Cutting the String of Control: Managerial ‘Retreat’ During Plant Closures (2007)
Wigblad, Rune, Townsend, Keith J., Hansson, Magnus, Lewer, John
In nine cases of firms which closed, productivity increases were experienced after negotiations with the affected employees were finalised, up until the final day. This productivity change is known...
Cutting the String of Control: Managerial 'Retreat' During Plant Closures (2007)
Wigblad, Rune, Townsend, Keith J., Hansson, Magnus, Lewer, John
In nine cases of firms which closed, productivity increases were experienced after negotiations with the affected employees were finalised, up until the final day. This productivity change is known...
Cutting the String of Control: Managerial ‘Retreat’ During Plant Closures (2007)
Wigblad, Rune, Townsend, Keith J., Hansson, Magnus, Lewer, John
In nine cases of firms which closed, productivity increases were experienced after negotiations with the affected employees were finalised, up until the final day. This productivity change is known...
Cutting the String of Control: Managerial ‘Retreat’ During Plant Closures (2007)
Wigblad, Rune, Townsend, Keith J., Hansson, Magnus, Lewer, John
In nine cases of firms which closed, productivity increases were experienced after negotiations with the affected employees were finalised, up until the final day. This productivity change is known...
Pyrrhic victories – Anticipating the Closedown Effect (2006)
Previous studies with empirical evidence on social responsible driven closedowns have identified a productivity increase effect that occurs during the process of organizational closedowns, known as...
Strange days indeed : understanding the productivity paradox when firms close (2006)
Wigblad, Rune, Lewer, John, Hansson, Magnus
Both the public and private sectors have since the 1980s relentlessly cut the size of their workforces. The downsizing has regularly been reported to lead to closure of a whole or a part of a...
Enhancing performance by reducing workforce turnover (2006)
This paper addresses the question of whether low levels of workforce turnover improve organisational performance. We assessed turnover and performance of 20 Contact Centres that relocated activities...
Strange days indeed: understanding the productivity paradox when firms close (2006)
Wigblad, Rune, Lewer, John, Hansson, Magnus
Both the public and private sectors have since the 1980s relentlessly cut the size of their workforces. Often this downsizing manifested as the closure of a whole or part of an organisation. Some...
Strange days indeed: understanding the productivity paradox when firms close (2006)
Wigblad, Rune, Lewer, John, Hansson, Magnus
Both the public and private sectors have since the 1980s relentlessly cut the size of their workforces. Often this downsizing manifested as the closure of a whole or part of an organisation. Some...
Recontextualizing the Hawthorne Effect (2005)
In this paper we explore the thesis that a threat to the vital interest of an entity, be it an individual or a group, will lead to forms of increased productivity. We argue for the hypothesis:...
Strange days indeed: Understanding the productivity paradox when firms close (2005)
Wigblad, Rune, Lewer, John, Hansson, Magnus
Both the public and private sectors have since the 1980s relentlessly cut the size of their workforces. Often this downsizing has been manifest in the closure of a whole or part of an organisation....
Från Avveckling till utveckling. (1987)
Thesis (doctoral)--Universitetet i Linköping, 1987.