• Whilst delayering and downsizing may be aspects of organizing which are contingent on responding to the needs of economic downturn, shareholders’

interests and efficiency, they may be less effective when there is a requirement to focus on the longer term, to provide job security to loyal workers (as in the case of Japanese HRM), to develop for the future prosperity of a society the capabilities to run and work in an effective organization (as is the case of transitional and emerging economies), and/or where there is a need for an effective social infrastructure to act as a safety net for redundant employees (as is often the case in most developed countries). Yet there is evidence that such trends are current in countries other than developed countries (see Chapters 9 and 10).