ABSTRACT
This chapter presents a comparative analysis of downsizing experiences in the Defense Logistics Agency, the Bureau of Reclamation, and the Food and Drug Administration case studies. Comparisons are made of factors and characteristics associated with agency downsizing processes. Next, lessons learned are determined for organizations and downsizing, middle managers and downsizing, executive views of downsizing, executive management practices during downsizing, and executive competencies for downsizing. Finally, the theoretical model enables the formulation of seven empirically testable hypotheses. The model represents the theory generated about downsizing phenomena, including its primary conceptual variables and the relationships among them. Furthermore, the comparative analysis identifies patience as a new competency for consideration by Office of Personnel Management (OPM) to include as a new competency in its leadership effectiveness framework. The comparative analysis identifies underlying similarities and differences, synthesizes interpretations across cases, deepens understanding and explanation, and enhances generalizability.
