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Executives’ Orientations as Indicators of Crisis Management Policies and Practices

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  • Zachary Sheaffer
  • Rita Mano‐Negrin

Abstract

ABSTRACT The paper examines effects of executives’ orientations on crisis management awareness and practices, drawing on the simplicity and paradox management theories. It is suggested that a focus on single‐sided management constitutes an antecedent of crisis proneness. Employing a set of key corporate domains and based on a holistic organizational approach, the study aims at assessing the extent to which companies are crisis prone or prepared. In a sample of 82 Istaeli business and not‐for‐profit organizations it was found that human resource management, strategy, structure, and unlearning factors significantly predicted crisis preparedness. These results suggest that unlearning, despite a mere allusion to this correlate in the simplicity and paradox management theories, correlates better with crisis preparedness. By contrast, traditional strategy‐related and structural effects were marginally related to crisis management policies. Implications and suggestions for further research are proposed.

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  • Zachary Sheaffer & Rita Mano‐Negrin, 2003. "Executives’ Orientations as Indicators of Crisis Management Policies and Practices," Journal of Management Studies, Wiley Blackwell, vol. 40(2), pages 573-606, March.
    • Handle: RePEc:bla:jomstd:v:40:y:2003:i:2:p:573-606
    DOI: 10.1111/1467-6486.00351
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    Cited by:

    1. Michael C. Withers & Kevin G. Corley & Amy J. Hillman, 2012. "Stay or Leave: Director Identities and Voluntary Exit from the Board During Organizational Crisis," Organization Science, INFORMS, vol. 23(3), pages 835-850, June.
    2. Lars Schweizer & Andreas Nienhaus, 2017. "Corporate distress and turnaround: integrating the literature and directing future research," Business Research, Springer;German Academic Association for Business Research, vol. 10(1), pages 3-47, June.
    3. Klammer, Adrian & Grisold, Thomas & Gueldenberg, Stefan, 2019. "Introducing a ‘stop-doing’ culture: How to free your organization from rigidity," Business Horizons, Elsevier, vol. 62(4), pages 451-458.
    4. Shubham Sharma & Usha Lenka, 2022. "On the shoulders of giants: uncovering key themes of organizational unlearning research in mainstream management journals," Review of Managerial Science, Springer, vol. 16(6), pages 1599-1695, August.
    5. Merendino, Alessandro & Sarens, Gerrit, 2020. "Crisis? What crisis? Exploring the cognitive constraints on boards of directors in times of uncertainty," Journal of Business Research, Elsevier, vol. 118(C), pages 415-430.
    6. Brahim Herbane, 2020. "Locational Contiguity and Business Continuity: Perceived Organizational Resilience of Small- and Medium-Sized Enterprises in U.K. Business Parks," SAGE Open, , vol. 10(2), pages 21582440209, May.
    7. Jędrzej Białkowski & Anna Sławik, 2022. "Does Companies’ ESG Performance Make a Difference for New Zealand’s Stock Market Investors during the COVID-19 Pandemic?," Sustainability, MDPI, vol. 14(23), pages 1-12, November.
    8. Yi-Hui Huang & Shih-Hsin Su, 2009. "Public Relations Autonomy, Legal Dominance, and Strategic Orientation as Predictors of Crisis Communicative Strategies," Journal of Business Ethics, Springer, vol. 86(1), pages 29-41, April.
    9. Cegarra-Navarro, Juan-Gabriel & Wensley, Anthony & Batistic, Sasa & Evans, Max & Para, Clara Cubillas, 2021. "Minimizing the effects of defensive routines on knowledge hiding though unlearning," Journal of Business Research, Elsevier, vol. 137(C), pages 58-68.

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