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Although downsizing and restructuring are topics of interest to both scholars and practitioners, little research has examined the impact of knowledge management and knowledge sharing on the outcomes of such events. With the growing importance of knowledge management to [human resource management] HRM practitioners, this research looks at the impact of knowledge sharing and the resulting organisational knowledge on the effectiveness of organisations after downsizing or restructuring. As well as being of concern to organisations undergoing downsizing or restructuring, this issue will become increasingly relevant as the ageing population exits the workforce in large numbers over coming years. Data were collected from over 600 'survivors' of downsizing and restructuring across Australia and were analysed from the perspective of those who made and/or implemented downsizing or restructuring decisions and of the general population of employees affected by these events. Findings suggest the decision-maker group places greater importance on formal knowledge sharing mechanisms while the general population relies more heavily on informal networks. This may result in insufficient support being provided for informal knowledge networks, with adverse organisational results.

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