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Article
Publication date: 2 July 2021

Yen-I Lee, Xuerong Lu and Yan Jin

Although uncertainty has been identified as a key crisis characteristic and a multi-faceted construct essential to effective crisis management research and practice, only a few…

Abstract

Purpose

Although uncertainty has been identified as a key crisis characteristic and a multi-faceted construct essential to effective crisis management research and practice, only a few studies examined publics' perceived uncertainty with a focus on crisis severity uncertainty, leaving crisis responsibility uncertainty uninvestigated in organizational crisis settings.

Design/methodology/approach

To close this research gap empirically, this study employed data from an online survey of a total of 817 US adults to examine how participants' crisis responsibility uncertainty and their attribution-based crisis emotions might impact their crisis responses such as further crisis information seeking.

Findings

First, findings show that participants' crisis responsibility uncertainty was negatively associated with their attribution-independent (AI) crisis emotions (i.e. anxiety, fear, apprehension and sympathy) and external-attribution-dependent (EAD) crisis emotions (i.e. disgust, contempt, anger and sadness), but positively associated with internal-attribution-dependent (IAD) crisis emotions (i.e. guilt, embarrassment and shame). Second, crisis responsibility uncertainty and AI crisis emotions were positive predictors for participants' further crisis information seeking. Third, AI crisis emotions and IAD crisis emotions were parallel mediators for the relationship between participants' crisis responsibility uncertainty and their further crisis information seeking.

Practical implications

Organizations need to pay attention to the perceived uncertainty about crisis responsibility and attribution-based crisis emotions since they can impact the decision of seeking crisis information during an ongoing organizational crisis.

Originality/value

This study improves uncertainty management in organizational crisis communication research and practice, connecting crisis responsibility uncertainty, attribution-based crisis emotions and publics' crisis information seeking.

Details

Journal of Communication Management, vol. 25 no. 4
Type: Research Article
ISSN: 1363-254X

Keywords

Article
Publication date: 1 December 1997

Hayim Granot

Reviews the inter‐organizational co‐operation that may be required during an emergency. Looks at the diverse cultures of diffferent organizations together with legislation and…

1594

Abstract

Reviews the inter‐organizational co‐operation that may be required during an emergency. Looks at the diverse cultures of diffferent organizations together with legislation and bureaucratic procedures that need to be considered in order for this process to take place. Reinforces the need to develop an exchange model of co‐ordination. Reviews number of salient findings regarding emergency services and suggests directions that may improve inter‐organizational relationships.

Details

Disaster Prevention and Management: An International Journal, vol. 6 no. 5
Type: Research Article
ISSN: 0965-3562

Keywords

Article
Publication date: 15 March 2023

Dirk De Clercq and Renato Pereira

The purpose of this study is to unpack the relationship between employees’ perceptions of organizational politics and their counterproductive work behaviour, by postulating a…

Abstract

Purpose

The purpose of this study is to unpack the relationship between employees’ perceptions of organizational politics and their counterproductive work behaviour, by postulating a mediating role of organizational disidentification and a moderating role of perceived external crisis threats to work.

Design/methodology/approach

The empirical assessment of the hypotheses relies on survey data collected among employees who work in a large banking organization.

Findings

Perceptions that organizational decision-making is marked by self-serving behaviour increase the probability that employees seek to cause harm to their employer, because they feel embarrassed by their organizational membership. This mediating role of organizational disidentification is especially prominent when they ruminate about the negative impact of external crises on their work.

Practical implications

This study details an important danger for employees who feel upset with dysfunctional politics: They psychologically distance themselves from their employer, which then prompts them to formulate counterproductive responses that likely make it more difficult to take on the problem in a credible manner. This detrimental dynamic is particularly risky if an external crisis negatively interferes with their work functioning.

Originality/value

This study adds to prior research by detailing an unexplored but relevant mechanism (organizational disidentification) and moderator (external crisis threats) by which perceived organizational politics translates into enhanced counterproductive work behaviour.

Details

International Journal of Organizational Analysis, vol. 32 no. 1
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 2 June 2021

Bechir Mokline and Mohamed Anis Ben Abdallah

The purpose of this paper is to explore the contribution of organizational resilience to the capacity of companies to cope with the COVID-19 crisis in a real organizational…

Abstract

Purpose

The purpose of this paper is to explore the contribution of organizational resilience to the capacity of companies to cope with the COVID-19 crisis in a real organizational context through an empirical study of 16 Tunisian companies affected by the crisis.

Design/methodology/approach

The authors adopt a qualitative study based on 16 semi-structured interviews to describe better the functioning of the processes of resilience in a real organizational context.

Findings

The real contribution consists in confirming a positive contribution of resilience to resistance in the face of the COVID-19 crisis in a Tunisian context through exceptional measures that have not previously been adopted by the companies concerned by this study.

Originality/value

The authors believe that they are the first to study the theme of resilience as a resistance mechanism in the face of the COVID-19 crisis in a Tunisian context. From this comes the originality of the research.

Details

Continuity & Resilience Review, vol. 3 no. 3
Type: Research Article
ISSN: 2516-7502

Keywords

Article
Publication date: 1 April 2003

Georgios I. Zekos

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…

86938

Abstract

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Details

Managerial Law, vol. 45 no. 1/2
Type: Research Article
ISSN: 0309-0558

Keywords

Open Access
Article
Publication date: 11 April 2022

Chiara Carolina Donelli, Simone Fanelli, Antonello Zangrandi and Marco Elefanti

Healthcare organizations worldwide were badly hit by the “surprise” of the pandemic. Hospitals in particular are trying hard to manage problems it caused, searching for solutions…

5429

Abstract

Purpose

Healthcare organizations worldwide were badly hit by the “surprise” of the pandemic. Hospitals in particular are trying hard to manage problems it caused, searching for solutions to protect the health of citizens and reorienting operations. The implementation of resilience solutions in the coping phase and the ability to react promptly and redefine activities is essential. Integrating crisis management and resiliency literature, this paper discusses how health organizations were able to cope with adversity during the crisis.

Design/methodology/approach

The research is conducted through a case study of a large Italian hospital, the Gemelli Polyclinic Foundation, which was one of the leading hospitals in the Italian response to the pandemic.

Findings

The case reports actions taken in order to continue functioning and to maintain core activities despite severe adversity. The overall response of the Gemelli was the result of the three types of response: behavioral (effective leadership), cognitive (rapid resource reallocation) and the contextual reinforcement (multiagency network response). The authors highlight how an integrative framework of crisis management and resiliency could be applied to healthcare organizations in the coping phase of the pandemic. The experience of the Gemelli can thus be useful for other hospitals and organizations facing external crises and for overall improvement of crisis management and resilience. Responding to crisis brings the opportunity to make innovations introduced during emergencies structural, and embed them moving forward.

Research limitations/implications

The paper focuses only on the coping phase of the response to the pandemic, whereas building long-term resilience requires understanding how organizations accumulate knowledge from crises and adapt to the “new normal.”

Originality/value

The paper responds to the call for empirical studies to advance knowledge of an integrative framework of crisis management and resiliency theories with reference to complex organizations such as healthcare.

Details

Management Decision, vol. 60 no. 13
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 23 February 2022

Dirk De Clercq and Renato Pereira

For human resource (HR) managers, the harmful outcomes of employees’ ruminations about external crises, such as a pandemic, represent important, timely concerns. This research…

Abstract

Purpose

For human resource (HR) managers, the harmful outcomes of employees’ ruminations about external crises, such as a pandemic, represent important, timely concerns. This research postulates that employees’ perceptions of pandemic threats might diminish the extent to which they engage in change-oriented voluntarism at work. This negative connection may be attenuated by employees’ access to two personal (work-related self-efficacy and organization-based self-esteem) and two relational (goal congruence and interpersonal harmony) resources.

Design/methodology/approach

The theoretical predictions are tested with survey data collected among employees who work in a banking organization in Portugal.

Findings

Persistent negative thoughts about a pandemic undermine discretionary efforts to alter and enhance the organizational status quo, but this detrimental effect is mitigated when employees (1) feel confident about their work-related abilities, (2) have a positive self-image about their organizational functioning, (3) share a common mindset with coworkers with respect to work goals and (4) maintain harmonious relationships with coworkers.

Practical implications

This study pinpoints several ways HR managers can reduce the danger that employees’ worries about life-threatening crises may lead to complacent responses that, somewhat paradoxically, might undermine their ability to alleviate the suffered hardships.

Originality/value

The findings contribute to research on the impact of external crisis situations on organizations by providing an explanation of why employees may avoid productive, disruptive work activities, contingent on their access to complementary resources.

Article
Publication date: 13 November 2007

Rick A. Myer, Christian Conte and Sarah E. Peterson

The purpose of this article is to describe the adaptation of an assessment model, the Triage Assessment System (TAS), which is widely used in crisis intervention to understand the…

2897

Abstract

Purpose

The purpose of this article is to describe the adaptation of an assessment model, the Triage Assessment System (TAS), which is widely used in crisis intervention to understand the human impact of a crisis within an organization.

Design/methodology/approach

After a literature review, the Triage Assessment System is adapted to be applicable to organizations in crisis. Nine characteristics associated with the impact of crises on employees of an organization are discussed.

Findings

Suggestions are made for ways in which organizations can use the TAS to improve their preparation for recovery efforts after a crisis. These suggestions outline ways to use the TAS as well as approaches that consultants may employ when working with organizations. Suggestions are also made for future research using the TAS with organizations. Although developed for individuals, the concepts used in the TAS can also be applied to organizations in crisis.

Originality/value

The article offers practical suggestions to help organizations manage the impact of organizational crises on their employees. Research in this area should help to refine the TAS for organizations, particularly assessment of the severity of organizational reactions.

Details

Disaster Prevention and Management: An International Journal, vol. 16 no. 5
Type: Research Article
ISSN: 0965-3562

Keywords

Article
Publication date: 27 September 2023

Anna Zabłocka-Kluczka and Anna Katarzyna Sałamacha

The role of brand management in contemporary organizations is very important and consistently growing due to the increasingly difficult competitive conditions on the market…

Abstract

Purpose

The role of brand management in contemporary organizations is very important and consistently growing due to the increasingly difficult competitive conditions on the market. Moreover, the significance of organizational resilience in this process should be noticed, especially in the times of emerging crises. In this context, the purpose of this article is to examine the mediating role of organizational resilience in the relation between brand performance and organizational performance.

Design/methodology/approach

In order to verify the potential relations, empirical studies were conducted in 268 organizations located in Poland. The CAWI method was used in this research, while the companies were selected on the basis of the purposive manner. The reliability of the scales used in the survey was tested and afterwards the mediation model was built, confirming the presumed relationships between the variables. The calculations were made using the PS Imago Pro and Process macro for SPSS ver. 3.4 by Andrew F. Hayes.

Findings

It has been proven that organization's resilience partially mediates the relationship of brand performance and organizational performance.

Research limitations/implications

First of all, the scope of the research covered only Poland, and the obtained results may differ between countries with diversified market characteristics. Second of all, the study was not carried out in a representative manner, it concerned 268 companies that were selected based on the purposive method. Third of all, consideration focused only on one feature – organizational resilience. It would be valuable to include other features to discussion. Finally, the research was conducted in December 2019, so it seems justified to repeat the survey in conditions of modern reality.

Originality/value

This study is the first that showed the relationship between brand performance and organizational resilience and its meaning for organizational performance.

Details

Journal of Organizational Change Management, vol. 36 no. 6
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 8 May 2018

Charlotte Simonsson and Mats Heide

The purpose of this paper is to gain new knowledge of how organizational errors can be used to early detect signals of impending crises and thereby develop internal crisis…

2091

Abstract

Purpose

The purpose of this paper is to gain new knowledge of how organizational errors can be used to early detect signals of impending crises and thereby develop internal crisis communication. Three communication processes – organizational culture, leadership and learning – that are particularly important for the development of internal crisis communication are focused. The paper also discusses what kind of learning error management supports, and suggests how crisis communication as a practice can be developed. The thesis is that intensified work of improving internal crisis communication is a vital step of becoming a communicative organization, where all coworkers are understood and act as strategic communicators.

Design/methodology/approach

This empirical study is part of a three-year research project on internal crisis communication within a Swedish university hospital. This paper is based on a sub-study with 37 qualitative semi-structured interviews with nurses, physicians, managers and crisis management specialists within the hospital.

Findings

The paper offers knowledge about how internal crisis communication can be developed by focusing on errors as resource to anticipate a crisis and as material for organizational learning. Coworkers are mainly focused in the article and are seen as important sources and strategic communicators. It is further emphasized that error management is not a matter of technological solutions, but rather a question of communicative aspects of leadership and organizational culture.

Practical implications

It is suggested that initiatives to develop internal crisis communication is an important step for organizations in becoming communicative organizations, and communication professionals have an important role to facilitate this development.

Originality/value

This paper gives a new understanding of internal crisis communication and the importance of leadership and culture.

Details

Journal of Communication Management, vol. 22 no. 2
Type: Research Article
ISSN: 1363-254X

Keywords

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