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Signaling downsizing intentions after a major crisis: does managerial authenticity matter?

Vivien E. Jancenelle (Department of Management, University of Houston – Clear Lake, Houston, Texas, USA)
Dominic Buccieri (Robert W. Plaster College of Business, Missouri Southern State University, Joplin, Missouri, USA)

International Journal of Organizational Analysis

ISSN: 1934-8835

Article publication date: 14 March 2022

Issue publication date: 13 January 2023

276

Abstract

Purpose

The purpose of this study is to investigate the link between downsizing cues and market performance prior to and after a major crisis. We use a recent exogenous shock – the COVID-19 pandemic – to test hypotheses on the nature of the relationship between downsizing cues and market performance within two distinct groups: pre and post-crisis. We purport that the sudden increase in uncertainty brought about by a major crisis widens information asymmetry between firms and their shareholders, and that top managers sending downsizing cues to the market with high levels of authenticity may be more likely to trigger positive market reactions.

Design/methodology/approach

The authors rely on computer-assisted text analysis (CATA) methodology, event-study methodology and a data set of 952 pre- and post-crisis earnings conference calls held by 476 S&P 500 firms to test the hypotheses in this study.

Findings

The authors find that downsizing cues have no effect on market performance in the pre-crisis group, but are negatively related to market performance in the post-crisis group. The authors also find that authenticity cues positively mitigate the relationship between downsizing cues and market performance relationship in the post-crisis group.

Originality/value

This empirical study extends our knowledge of the influence of a major crisis on the relationship between downsizing and market performance by leveraging the revelatory power of an exogenous environmental shock. The authors also explore the role played by managerial authenticity and find that the market is more inclined to accept post-crisis downsizing efforts when top managers are perceived as authentic.

Keywords

Citation

Jancenelle, V.E. and Buccieri, D. (2023), "Signaling downsizing intentions after a major crisis: does managerial authenticity matter?", International Journal of Organizational Analysis, Vol. 31 No. 1, pp. 7-26. https://doi.org/10.1108/IJOA-09-2021-2959

Publisher

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Emerald Publishing Limited

Copyright © 2022, Emerald Publishing Limited

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