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Downsizing and Profitability: An Empirical Study of Portuguese Firms in 1993¡V2005

  • Tania Marques

    (School of Technology and Management, Management for Sustainability Research Center, Polytechnic Institute of Leiria, Portugal)

  • Isabel Suarez Gonzalez

    (Department of Business Administration and Management, University of Salamanca, Spain)

  • Pedro Cruz

    (ISG Business School, CIGEST/ID+ Research Units, Lisbon/Aveiro, Portugal)

  • Manuel Portugal Ferreira

    (Polytechnic Institute of Leiria, GlobADVANTAGE¡XCenter of Research in International Business & Strategy, Portugal)

Although firms may resort to downsizing strategies to improve financial performance, the actual outcome of downsizing is inconclusive. Testing a sample of 1,357 Portuguese firms, we conclude that firms that downsize tend to continue to underperform compared to those that do not downsize.

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Article provided by College of Business, and College of Finance, Feng Chia University, Taichung, Taiwan in its journal International Journal of Business and Economics.

Volume (Year): 10 (2011)
Issue (Month): 1 (April)
Pages: 13-26

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Handle: RePEc:ijb:journl:v:10:y:2011:i:1:p:13-26
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  1. Peter Chalos & Charles J. P. Chen, 2002. "Employee Downsizing Strategies: Market Reaction and Post Announcement Financial Performance," Journal of Business Finance & Accounting, Wiley Blackwell, vol. 29(5&6), pages 847-870.
  2. Jody Hoffer Gittell & Kim Cameron & Sandy Lim & Victor Rivas, 2005. "Relationships, Layoffs, and Organizational Resilience: Airline Industry Responses to September 11," EERI Research Paper Series EERI_RP_2005_06, Economics and Econometrics Research Institute (EERI), Brussels.
  3. Kang, Jun-Koo & Shivdasani, Anil, 1997. "Corporate restructuring during performance declines in Japan," Journal of Financial Economics, Elsevier, vol. 46(1), pages 29-65, October.
  4. Kristien Coucke & Enrico Pennings & Leo Sleuwaegen, 2007. "Employee layoff under different modes of restructuring: exit, downsizing or relocation," Industrial and Corporate Change, Oxford University Press, vol. 16(2), pages 161-182, April.
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