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This paper examines the impact of downsizing strategy on dimensions and types of organizational structure. Four downsizing strategies are developed to address organization and environment decline. Understanding where and how these strategies modify an organization's activities helps clarity how downsizing impacts organization structure. Propositions are offered that show how downsizing can result in both mechanistic and organic shifts in organization structure. Mechanistic shifts are caused by downsizing strategies that increase the domain of an organization and the structural processes used to support that domain. Organic shifts are caused by downsizing strategies that decrease the domain of an organization and the structural processes used to support that domain. The rationale provided for these shifts offers a strategic explanation for decreases in administrative intensity that lag decreases in organization size. Propositions about the impact of downsizing on organizational structure are offered as a stimulus to further thought and research.

This illustrative book considers the interface of business structures, contexts, and leadership building blocks to explore the contingent nature of leadership development in transgenerational entrepreneurship. Longitudinal case studies of 27 family firms in nine different countries provide a rich, global selection of leadership development insights by examining the roles of values, professionalization, leadership style and other contingent factors. The diversity of cases and chapters provides a rich foundation for insight into the pathways currently in use to develop the next generation leaders, illuminating the strategies and pathways of successful transgenerational family enterprises. By examining the available literature and one or more case studies, each chapter draws pragmatic conclusions, with findings that suggest the importance of focusing on leadership as a shared capability, transmission of values to maintain an entrepreneurial culture, the fit between professionalization and values to increase transgenerational potential, the need to address the structure of the business and the focus on parenting to develop next generations. This path-breaking book will inform family business researchers as they explore the ways in use to develop the next generation. Each chapter starts with a mini-case study focused on a dilemma related to leader development, making this book an excellent resource for educators in undergraduate, graduate, or executive programs