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Goal setting and plant closure: when bad things turn good
Örebro University, Swedish Business School at Örebro University.ORCID iD: 0000-0001-9580-421X
2011 (English)In: Economic and Industrial Democracy, ISSN 0143-831X, E-ISSN 1461-7099, Vol. 32, no 1, p. 135-156Article in journal (Refereed) Published
Abstract [en]

Research has shown that closedowns seem to result in increased productivity even though all productivity targets have been abandoned. The closedown case analysed in this article is different from previous research since management came to employ high goals for productivity and efficiency throughout the entire closedown process (29 months). The article argues that individuals gradually accept the demise and detach themselves from the dying organization by adopting new career goals which they can start pursuing after the actual closure, thus the closure becomes a subgoal. This study examines change in the dependent variables’ mean values, and the relationships between goal setting, job performance, goal commitment, organizational citizenship behaviour, job satisfaction and job-induced tension. A longitudinal design (N = 151) based on two data points (T1: February 2006, T2: February 2007) were tapped into the annual goal setting process. The results support that goal setting was effective in this specific closedown scenario.

Place, publisher, year, edition, pages
Sage Publications, 2011. Vol. 32, no 1, p. 135-156
Keywords [en]
commitment, control, job loss, productivity, restructuring
National Category
Business Administration
Research subject
Business Studies
Identifiers
URN: urn:nbn:se:oru:diva-17126DOI: 10.1177/0143831X10376615ISI: 000286375700008Scopus ID: 2-s2.0-78751545078OAI: oai:DiVA.org:oru-17126DiVA, id: diva2:438794
Available from: 2011-09-05 Created: 2011-09-02 Last updated: 2019-03-26Bibliographically approved

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Hansson, Magnus

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