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.