Conceptualising Organizational Restructuring in the 1990s

Craig R. Littler and Thomas Bramble

Journal of Management & Organization, 1995, vol. 1, issue 1, 45-56

Abstract: Organizational restructuring in Western economies has proceeded along different trajectories during the latter part of the 1980s and early 1990s. Traditional theories of organizational restructuring have inherent limitations associated with a ‘growth bias’. Various new concepts have been put forward, both prescriptively in order to shape organizational change, and analytically in order to capture the nature of those changes. By contrast, these concepts are premised on organizational workforce reduction. This article considers four widely diffused concepts of organisational restructuring - downsizing, delayering, lean production and re-engineering - and argues that the trajectories of change require a broader understanding than has been provided by existing concepts. Towards this end, an integrated model is put forward.

Date: 1995
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