TY - CHAP AB - Abstract Crisis management (CM) has gained prominence in the last decades, as the complex global business environment has forced executives to pay attention to practices that may safeguard organizations against potential crises. However, despite the fact that various scholars point to the need for autonomy and delegation of authority when responding to crises, it appears that the overarching rationale in the crisis literature is geared toward a centralized approach. This suggests that preventive actions and response to crises lie mainly with the leader of the organization and with designated crises teams. It is also apparent that this literature places too much weight on contingency plans and classification schemes. Although behavioral factors have been discussed by some authors as a fundamental element in dealing with crises, it is not clear how to develop these traits. It is our contention then that these conventional perspectives, although valuable to CM, are insufficient to deal with the uncertainty that characterizes global business today where firms must be prepared for the unexpected. We discuss the limitations of this traditional approach and argue for a combination of central control with decentralized execution when responding to unexpected crises situations. This enables management to better comprehend the complexity embedded in any crisis and allows adaptive practices to emerge throughout the organization. An analysis of two cases paired with empirical field studies support our proposition. SN - 978-1-78714-831-4, 978-1-78714-832-1/ DO - 10.1108/978-1-78714-831-420171007 UR - https://doi.org/10.1108/978-1-78714-831-420171007 AU - Darbonnens Carolina Acedo AU - Zurawska Malgorzata ED - Torben Juul Andersen PY - 2017 Y1 - 2017/01/01 TI - Effective Crisis and Emergency Responses in the Multinational Corporation☆ T2 - The Responsive Global Organization T3 - Emerald Studies in Global Strategic Responsiveness PB - Emerald Publishing Limited SP - 169 EP - 204 Y2 - 2024/09/25 ER -