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Organizational scholars are intrigued about stakeholders who propose multiple and conflicting ideas about what is good for their organization. Such contradictions are called paradoxical tensions. Although researchers have singled these out for analysis, focusing only on individual tensions prevents scrutiny of multiple paradoxical tensions that simultaneously emerge and how effectively organizations can manage them. In complex environments – especially during an organizational restructuring – multiple and interrelated tensions occur. Therefore, the objective in this paper is to investigate how organizations create multiple paradoxical tensions and how the combined effect of such tensions can constrain organizations during restructuring. The authors thus aim to help managers think reflectively and to plan interventions to deal with issues arising from restructuring through the lens of paradox theory.

The authors adopted purposive sampling for an archival research-based case study of a major restructuring of a leading IT firm in India in the decade 2009–2019. This study focused on the types of paradoxes created and the response of the organization to these during the restructure. The authors identified key events using public documents and news reports from that decade. They drew on two sources of data: mainstream media coverage and third-party documents about the company. The latter included monographs and academic publications written by critics, business historians and design and management scholars.

The findings address the gaps in the literature about how reorganizing during a restructure shapes the contradictions that lead to tensions and coexisting conflicting dualities, creating paradoxes. This study provides the reader with deeper insights into belonging, organizing, learning and performing tensions – core to paradox theory – along with their short- and long-term implications for organizational restructuring. The study demonstrates organizational responses to paradox and its practical implications for managers. The paradoxical nature of cultural–structural tensions in Indian organizations continues to be researched but, by focusing on paradox theory, the authors have opened doors for future research.

Although there is no dispute that effective management of tensions can facilitate organizational performance, contradictory demands that lead to tensions have only intensified as organizational environments become more global, dynamic and competitive. Paradox theory is thus valuable for understanding tensions between equally valid principles, inferences and insights. Although this paper is based on a case study, the framework proposed here can form the basis for theoretical generalizability within certain limitations. Because organizations face similar paradoxical situations under competing demands during restructuring and because paradoxes are becoming increasingly prevalent in organizations, the authors expect their propositions to apply in other cases of restructuring. However, the authors would like to caution that the model developed here should be tested and refined in other contexts to more fully establish its validity and generalizability.

This study seeks to examine the impact of downsizing and restructuring decisions and processes on perceptions of organisational knowledge and effectiveness after downsizing and restructuring events in “successful” and “unsuccessful” organisations.

The study proposes a conceptual framework hypothesising that the impact of decisions and processes on levels of organisational knowledge are key determinants of effectiveness in post‐downsizing and restructuring organisations. Data were collected using a survey instrument developed through review of literature along with focus group findings. Survey data are factor‐analysed to identify stable constructs for testing hypotheses using regression analysis.

The findings indicate that the significance of the variables tested is found in those organisations considered by employees to be unsuccessful after downsizing and restructuring, rather than in their successful counterparts

The findings indicate that organisations undertaking downsizing or restructuring need to consider the organisational culture and climate with regard to knowledge retention and the potential impact of these initiatives to ensure that employee experiences are constructive. Support strategies such as counselling and training are important, as are job redesign, time for employee handover and documentation of procedures, if knowledge retention is to be maximised.

Although knowledge retention within organisations is generally accepted as desirable, little previous research has considered the impact of downsizing decisions or processes on knowledge retention. Additionally, data collected for this research were drawn from multiple respondents within a large number of organisations, providing breadth and depth of data for analysis.

The purpose of this paper is to analyze the conceptual framework about human resources downsizing and restructuring and how organizations of the public sector can do that effectively and efficiently. These facts drive to the conclusion that the implementation of early retirement incentives requires the most elaborate planning and execution to be effective, predictable and safe in the long term.

This paper adopts an analytical, descriptive methodology approach to describe the basic features of the data by using the descriptive research design. Data have been collected through different sources, which include secondary data, to introduce the theoretical literature of the subject as books, journals, articles, published working papers and referred previous studies related to the same subject.

Downsizing process is a deliberate administrative process that includes, but is not limited to, workforce reduction and is primarily aimed at achieving efficiency in public organizations. The definition of workforce downsizing may be narrowed to reducing the number of workers, or more likely to refer to general efforts to restructuring human resources in public organizations, Early Retirement Incentive Programs (ERIP) represents a viable alternative for organizations seeking to reduce staff. For the ERIP to be successful, the program coordinator must understand the business objectives and goals that the organization is trying to obtain.

Human resources strategies concerning downsizing public administration workforce should be more appropriate to those who leave the organization and those who stay at work, reducing the negative psychological, administrative and economical effects. This could be achieved through a strategy called early retirement incentive programs.

Exonomic and competitive pressures have largely caused leaner and more responsive organisations to become the primary objectives of organisational designers over the past decade. Most of these initiatives, though, have been aimed at senior management levels and have yielded mixed results. Self‐design is a strategic restructuring alternative that can potentially overcome many of the liabilities of traditional design approaches and help engender employee commitment to today′s flatter, more decentralised organisation. Though there are many prescriptions evolving from conceptualisations of the self‐designing organisation, there are very few successful examples of self‐design in practice, especially as a strategic change management tool. This case study is intended to help fill this void and intertwine theory with the practice of self‐design.

Increased competition and resource scarcity have caused hospitals to seek internal efficiencies by restructuring their structures and processes. The purpose of this paper is to examine the effects of an organization's orientation toward control and learning and the use of process facilitators on perceived organizational consensus on outcomes related to cost, quality, and the ability to sustain implemented changes following a major hospital restructuring.

Data from 263 hospitals from across the USA were collected. Factor analysis was employed to develop scales measuring the organization's emphasis on learning, controls, and processes. Regression analysis then examined their relationship to the consensus on restructured outcomes.

The findings suggest a positive relationship between a learning orientation and processes with improved perceived agreement on restructuring outcomes. Hospitals with control orientations have a negative relationship with perceived organizational consensus.

The research has some limitations. The primary data for both the CEOs' and employees' perspectives comes from hospital CEOs. Also, the study is a cross‐sectional study and lacks longitudinal information. It also includes mostly not‐for‐profit hospitals, with 100 or more beds, in urban areas.

Hospitals will continue to feel pressures for the need to restructure and change. The findings suggest that hospitals achieve better results if they foster a learning orientation and put in place processes to facilitate the challenges of change. Although control systems are important, executives should realize that they might impede organizational efforts during organizational change. Hospitals may succeed in their change efforts by balancing adequate control and learning that are supported by processes to facilitate restructuring efforts.

The work provides an original study on the effects of an organization's orientation of learning and controls and change processes on the perceived consensus of restructuring outcomes. The dichotomy of learning and controls has not been applied to hospital consensus on outcomes. The research suggests that hospitals can improve their change efforts by implementing appropriate processes and greater learning mechanisms. During times of stress and change hospitals often become more control oriented, which may create greater misalignments and ineffective change. Managers should learn from the research that appropriate processes and learning will provide better consensus and more effective change.

As a result of rapid environmental changes, organisations of all types are rethinking their organisational structures in an attempt to provide greater effectiveness and efficiency. A few years ago business process re‐engineering (BPR) was considered the most promising way to restructure an organisation, but has become less popular as shortcomings associated with the process have become evident. Today, greater emphasis is being placed upon modifying the actual organisational structure. Most restructured organisations have moved away from rigid hierarchies to flatter, more flexible structures. Many of the same forces (including increased automation, changing information needs and expectations of users, reduced budgets and the need for staff to have more autonomy over their own work) that have precipitated the reshaping of other organisations have also affected academic libraries. This paper describes some of the factors leading to changes in the organisational structures of academic libraries and provides an overview of trends, excluding convergence, discernible in North America. The paper includes suggestions for steps to be taken to facilitate successful reorganisations, and comments on possible future developments that might radically alter the organisational structures of academic libraries.

The purpose of this paper is to study the impact of restructuring in the manufacturing system at the conceptual stage using graph theoretic model.

Some restructuring decisions are conceptualized which reflect the aim of the organization to gradually evolve the manufacturing system towards a leaner structure. This is achieved by way of defining simplified procedures so that lesser hindrance in terms of cycles of interactions is encountered. The restructuring decisions are represented by five restructured configurations of the manufacturing system, through gradual removal of appropriate interaction links. The graph theoretic models are developed for original configuration and each of the new restructured configurations and the resulting structural characterization information is used to compare the structure of restructured configurations with the original configuration. The value of the coefficient of dissimilarity of each of the new configurations with respect to the original configuration is obtained to have a quantitative estimate of the simplification that may be achieved by different contemplated restructuring decisions.

The present work shows that the restructuring decisions can be represented by different configurations in the form of schematic diagrams involving minor changes in the interaction structure among subsystems of the manufacturing system. The quantitative analysis using coefficient of dissimilarity for restructuring decisions indicated that there are varying levels of impact created by five comparable restructuring decisions considered in the study. The findings have a potential to guide the restructuring efforts by identifying a focus area that can produce greater impact of restructuring.

The findings are valid for a particular case manufacturing organization which does not involve itself in extensive design activity. The study is based on the assumption that the schematic diagram and graph theoretic model captured all the relevant influencing factors of the manufacturing system.

The study provides an easy to use methodology for the practical decision makers in manufacturing industry striving to improve the performance of their organization. It can provide the analysis of restructuring decisions at the conceptual stage itself without the necessity of disturbing the normal functioning of the organization. There is a scope for identifying focus areas where the restructuring may yield comparatively greater dividends.

The study of restructuring by representing it in the form of changes in interactions among subsystems of a manufacturing system and investigation of the impact of such restructuring efforts at the conceptual stage using graph theoretic model has been carried out for the first time.

This paper aims to discuss the interplay between strategic management accounting (SMA) and three organizational change configurations: strategy, structure and restructuring. This explication occurs within a context that is characterized by organization restructuring and corporate strategy changes within Jordan Customs Organization (JCO).

This paper uses a qualitative research approach and presents an interpretive case study of the JCO public sector organization. To collect data, it uses methodological triangulation, which includes interviews, historical and statistical analyses, documents and archival records. It is informed by the theoretical lens of configurational theory and strategic typologies to interpret the influences of organizational change configurations on SMA as it relates to the interplay of strategy, structure and restructuring.

The study findings agree with the related literature that SMA practices have developed management accounting from important operational transactions to gain a more strategic orientation through integrating customers, human resources, processes and financial departments. This paper concludes that specific SMA techniques have been used for strategizing by organizations in the public sector, providing a valuable counterpoint to the private sector adaptation that has dominated SMA research. This study finds that organizational restructuring has also contributed to decentralization and delegation, which has led to the distribution of tasks and specialization in accounting departments. It also concludes that SMA may facilitate or delay organizational change configurations in JCO. SMA can play a significant role in ensuring that the institution learns in response to organizational changes. On the contrary, this paper also concludes that organizational practices led to changes in SMA rules and routines.

A general criticism of case-study methods is that they lack rigor and provide little basis for generalization. First, case studies tend to be specific and individual, posing significant issues regarding generalization. Therefore, several comparative case studies involving various organizations should be conducted to ascertain if these practices have become more commonplace, especially in the public sector. Second, considering the nature of a government entity and the sensitivity of the information that required confidentiality, certain strategizing imperatives could not be directly examined, such as meetings between top management to make important decisions of strategic significance. This paper has important implications because it highlights the shortcomings of a supercilious singular relationship between strategic choices and the design of SMA practices.

This paper contributes to the growing literature by focusing on the relationship between SMA and three organizational change configurations: strategy, structure and restructuring. This paper is informed by the configuration theory perspective commonly used in accounting research. The empirical evidence in this study is provided in an SMA field, where empirical research is needed to be comparable with traditional accounting practices.

Redundancy, delayering and other forms of organizational change have become increasingly prevalent over the last ten years. This paper is based on a five year UMIST‐Institute of Management research programme which has been used to explore the impact of redundancy on UK managers’ sense of loyalty, motivation, morale and loyalty to the organization. The paper reveals that redundancy is a particularly damaging form of organizational change even on the survivors of redundancy. The research reveals that where redundancy has been used as a means of change surviving managers’ perceptions of their organizations are significantly more adversely affected than where change is enacted without the use of delayering or redundancy. The research raises significant questions about how change is managed in organizations.

Reviews and discusses some major issues and controversies of the early 1990s. Focuses on issues pertaining to organizational restructuring and design in the face of emerging contemporary forces and examines corporate responses to those forces. Examines, in particular, the problem of choice of appropriate structures and the controversies and implications relating to downsizing in the light of dominant suggestions and various research findings from different platforms of management thinking. Concludes with suggestions for organizational success in these areas.