Towards enhancing survivors' organizational and personal reactions to layoffs: A rejoinder to daniels
回应丹尼尔斯对布罗克纳等研究的批评，强调裁员实施应同时优化组织与个人的结果，而非仅最大化组织相关反应。
Abstract In this issue Daniels critiques a report which appeared in the Strategic Management Journal's Special Issue on Corporate Restructuring. The report described two studies which delineated several determinants of the reactions of layoff survivors (Brockner et al., 1993). Daniels interpreted Brockner et al. to be saying that managers in downsizing organizations should implement layoffs in ways that maximize survivors' organizationally‐relevant reactions. even if doing so imposes personal costs on the survivors. Unfortunately, Daniels failed to perceive our intended message: that layoffs (and other forms of restructuring) should be implemented in ways that optimize outcomes for both the organization and its people.