A model of lame duck situations in changing organizations

Change efforts today must take into account the increasing number of lame duck employees created by the turbulent business environment and the resultant early retirements, expected plant closings and widespread lay‐ offs. 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 three‐dimensional attitude construct which explains some of the relevant dynamics, and suggests implications for change efforts and opportunities for future research.