Downsizing and the hyper-effective manager: The shifting importance of managerial roles during organizational transformation
研究了组织重大转型期管理角色重要性的变化，发现裁员期间变革型角色和三种事务型角色重要性均上升，管理者呈现不可持续的超高效状态。
This article describes how managerial roles change in importance during periods of significant organizational transition. An interdisciplinary approach reveals that (1) the competing values framework is a useful framework for examining this question; (2) the transformational roles increase as expected during downsizing; (3) three of four transactional roles also increase during downsizing. This last counterintuitive finding is illuminated by the interdisciplinary model developed. Overall, managers show significant evidence of hyper-effectivity—a state of high performance that is likely to be unsustainable in the long term. Implications for human resource practitioners and researchers are discussed. © 1996 by John Wiley & Sons, Inc.