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间管理角色重要性的变化，发现裁员时变革型和事务型角色都更受重视，管理者呈现不可持续的超高效状态，对人力资源从业者和研究者有启示。
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.