{"id":66322,"date":"2018-03-09T22:54:35","date_gmt":"2018-03-09T22:54:35","guid":{"rendered":"https:\/\/www.deberes.net\/tesis\/sin-categoria\/downsizing-effects-a-portuguese-evidence\/"},"modified":"2018-03-09T22:54:35","modified_gmt":"2018-03-09T22:54:35","slug":"downsizing-effects-a-portuguese-evidence","status":"publish","type":"post","link":"https:\/\/www.deberes.net\/tesis\/organizacion-y-gestion-de-empresas\/downsizing-effects-a-portuguese-evidence\/","title":{"rendered":"Downsizing effects: a portuguese evidence"},"content":{"rendered":"<h2>Tesis doctoral de <strong> T\u00c1\u00a3nia De Matos Gomes Marques <\/strong><\/h2>\n<p>Nuestro estudio empieza con una revisi\u00f3n del estado de arte. Adem\u00e1s de la revisi\u00f3n cualitativa, nuestro primer capitulo tambi\u00e9n incluye un meta-an\u00e1lisis con el objetivo de sintetizar los efectos del downsizing en la rentabilidad. El tama\u00f1o del efecto, estimado por la integraci\u00f3n de los ocho estudios posibles en el tema de los efectos del downsizing en la rentabilidad, es positivo, sin embargo es muy peque\u00f1o, lo que nos impide de concluir que las reducciones de plantilla aumentan, de forma inequ\u00edvoca, la rentabilidad de las empresas.   el segundo capitulo, estudia los efectos organizacionales. Hemos utilizado una muestra de empresas portuguesas con m\u00e1s de 50 trabajadores, totalizando 2994 empresas. Se concluye que nuestras variables de rentabilidad (roa, mb), son significativamente distintitas y negativas, en el a\u00f1o anterior al downsizing y en el propio a\u00f1o del fen\u00f3meno. Los resultados demuestran que en al a\u00f1o antes del fen\u00f3meno ocurrir, la rentabilidad es inferior para las empresas downsizer, cuando comparadas con las no downsizer, lo que confirma la idea de que las empresas que han reducido su fuerza de trabajo han tenido peores resultados.   en cuanto a los efectos longitudinales de las downsizer, los resultados no nos permiten confirmar que las empresas mejoran sus resultados en los dos a\u00f1os siguientes al downsizing, debido a las diferencias no significativas.   otro grupo de efectos -los individuales- ha sido estudiado en el tercer capitulo, y los resultados demuestran que, cuando se esta en un ambiente de downsizing, los empleados tienen m\u00e1s percepciones de inseguridad en el empleo que los empleados en ambientes de no downsizing, aunque la diferencia no es significativa. Adem\u00e1s, en ambientes no downsizing, la falta de compromiso y los comportamientos innovadores son significativamente inferiores que en contextos de downsizing.<\/p>\n<p>&nbsp;<\/p>\n<h3>Datos acad\u00e9micos de la tesis doctoral \u00ab<strong>Downsizing effects: a portuguese evidence<\/strong>\u00ab<\/h3>\n<ul>\n<li><strong>T\u00edtulo de la tesis:<\/strong>\u00a0 Downsizing effects: a portuguese evidence <\/li>\n<li><strong>Autor:<\/strong>\u00a0 T\u00c1\u00a3nia De Matos Gomes Marques <\/li>\n<li><strong>Universidad:<\/strong>\u00a0 Salamanca<\/li>\n<li><strong>Fecha de lectura de la tesis:<\/strong>\u00a0 15\/07\/2008<\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<h3>Direcci\u00f3n y tribunal<\/h3>\n<ul>\n<li><strong>Director de la tesis<\/strong>\n<ul>\n<li>Isabel Suarez Gonzalez<\/li>\n<\/ul>\n<\/li>\n<li><strong>Tribunal<\/strong>\n<ul>\n<li>Presidente del tribunal: zulima Fernandez rodriguez <\/li>\n<li>Luis Gonz\u00e1lez fern\u00e1ndez (vocal)<\/li>\n<li>rita Campos e cunha (vocal)<\/li>\n<li>pilar P\u00e9rez santana (vocal)<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Tesis doctoral de T\u00c1\u00a3nia De Matos Gomes Marques Nuestro estudio empieza con una revisi\u00f3n del estado de arte. Adem\u00e1s de [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""}},"footnotes":""},"categories":[7570,2428,1302,9386,4725],"tags":[4588,42842,146145,146144,146143,9173],"class_list":["post-66322","post","type-post","status-publish","format-standard","hentry","category-gestion-de-recursos-humanos","category-investigacion-operativa-en-la-empresa","category-organizacion-y-gestion-de-empresas","category-salamanca","category-teoria-y-modelos-de-empleo","tag-isabel-suarez-gonzalez","tag-luis-gonzalez-fernandez","tag-pilar-perez-santana","tag-rita-campos-e-cunha","tag-tania-de-matos-gomes-marques","tag-zulima-fernandez-rodriguez"],"_links":{"self":[{"href":"https:\/\/www.deberes.net\/tesis\/wp-json\/wp\/v2\/posts\/66322","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.deberes.net\/tesis\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.deberes.net\/tesis\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.deberes.net\/tesis\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.deberes.net\/tesis\/wp-json\/wp\/v2\/comments?post=66322"}],"version-history":[{"count":0,"href":"https:\/\/www.deberes.net\/tesis\/wp-json\/wp\/v2\/posts\/66322\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.deberes.net\/tesis\/wp-json\/wp\/v2\/media?parent=66322"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.deberes.net\/tesis\/wp-json\/wp\/v2\/categories?post=66322"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.deberes.net\/tesis\/wp-json\/wp\/v2\/tags?post=66322"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}