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Antecedents of creative decision making in organizational crisis: A team-based simulation

Author

Listed:
  • Amy Sommer

    (Richard Ivey School of business - UWO - University of Western Ontario)

  • Christine Pearson

    (Thunderbird - The Garvin School of International Management)

Abstract

Although it has been claimed that the devastation and complexities that characterize an organizational crisis may be addressed most effectively with creative solutions, theoretical and empirical research examining this challenge is scarce. We developed a theoretical model concerning creative decision making during organizational crisis for crisis management teams. To test this theory, we collected data from 191 individuals in 37 teams who participated in multi-hour, multi-phased organizational crisis simulations in the United States and Canada. Using regression analysis, we found that crisis management teams generated a creative decision when they were familiar with solutions, trusted their team members, and had creative intentions. This study supports organizational efforts to leverage education, training and accountability to reinforce creativity in crisis decision making.

Suggested Citation

  • Amy Sommer & Christine Pearson, 2007. "Antecedents of creative decision making in organizational crisis: A team-based simulation," Post-Print hal-00516144, HAL.
    • Handle: RePEc:hal:journl:hal-00516144
    DOI: 10.1016/j.techfore.2006.10.006
    as

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    Citations

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    Cited by:

    1. Alexis Habiyaremye, 2021. "Co-Operative Learning and Resilience to COVID-19 in a Small-Sized South African Enterprise," Sustainability, MDPI, vol. 13(4), pages 1-17, February.
    2. Dean A. Shepherd & Trenton A. Williams, 2023. "Different response paths to organizational resilience," Small Business Economics, Springer, vol. 61(1), pages 23-58, June.
    3. Hadley, Connie N. & Pittinsky, Todd L. & Sommer, S. Amy & Zhu, Weichun, 2009. "Measuring the Efficacy of Leaders to Assess Information and Make Decisions in a Crisis: The C-LEAD Scale," Scholarly Articles 4448991, Harvard Kennedy School of Government.

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