The dynamics of delayering: changing management structures in three countries

Article


Littler, Craig R., Wiesner, Retha and Dunford, Richard. 2003. "The dynamics of delayering: changing management structures in three countries." Journal of Management Studies. 40 (2), pp. 225-256. https://doi.org/10.1111/1467-6486.00339
Article Title

The dynamics of delayering: changing management structures in three countries

ERA Journal ID19175
Article CategoryArticle
AuthorsLittler, Craig R. (Author), Wiesner, Retha (Author) and Dunford, Richard (Author)
Journal TitleJournal of Management Studies
Journal Citation40 (2), pp. 225-256
Number of Pages32
Year2003
Place of PublicationOxford, United Kingdom
ISSN0022-2380
1467-6486
Digital Object Identifier (DOI)https://doi.org/10.1111/1467-6486.00339
Web Address (URL)https://onlinelibrary.wiley.com/doi/10.1111/1467-6486.00339
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.

Keywordsmanagement structure; delayering; organizational behaviour
ANZSRC Field of Research 2020350710. Organisational behaviour
520104. Industrial and organisational psychology (incl. human factors)
350503. Human resources management
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Byline AffiliationsUniversity of London, United Kingdom
Department of Management and Organisational Behaviour
Macquarie University
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