Employees’ Coping Strategies and Adaptability in a Multiple Downsizing Context

In a downsizing, employees have to cope with major changes. Their coping strategy influences their level of adaptability. Coping proceeds through sensemaking, and may be either reactive or proactive. This paper reports a study on employees’ sensemaking of critical incidents in a multiple downsizing context. The organization studied, experienced two downsizings in one year. Its culture was based on Life time employment, and the downsizing was expected to cause a shift in attitude. Using the Extended investment model and the Job crafting model as optional coping strategies, data of critical incidents discussed in focus groups were analyzed. Results showed that incidents have a cumulative effect. Although survivors of the first downsizing were willing to adapt to the changes, the second downsizing undermined this. Further, both downsizings showed the dominant culture in employees’ reactive attitude. The authors discuss the influence of the dominant organizational culture on the psychological and behavioral consequences for the coping strategy and employee adaptability. The process of sensemaking showed some aspects of job crafting, but primarily aspects of the extended investment model. Theoretical and practical implications are discussed.