A MODEL OF LAME DUCK SITUATIONS IN CHANGING ORGANIZATIONS

Change efforts today must take into account the increasing number of l ame duck employees created by the turbulent business environment and t he resultant early retirements, expected plant closings and widespread layoffs. Develops a model of the lame duck situation in organizations , which includes interaction effects with others in the organization, the environment and the organizational environment. Hypothesizes a thr ee-dimensional attitude construct which explains some of the relevant dynamics, and suggests implications for change efforts and opportuniti es for future research.