Access the full text.
Sign up today, get DeepDyve free for 14 days.
Magiswary Dorasamy, Murali Raman, M. Kaliannan (2013)
Knowledge management systems in support of disasters management: A two decade reviewTechnological Forecasting and Social Change, 80
A. Haddon, Catherine Loughlin, C. McNally (2015)
Leadership in a time of financial crisis: what do we want from our leaders?Leadership & Organization Development Journal, 36
Boonkiat Wisittigars, S. Siengthai (2019)
Crisis leadership competencies: the facility management sector in ThailandFacilities
Amran Rasli, Maqsood Haider, C. Goh, O. Tan (2017)
Keeping the lights on: A conceptual framework for understanding crisis management capability in the public sectorGlobal Business and Organizational Excellence, 36
Haibo Yao, Yiling Deng, Ning Wang (2017)
Learning from Crises? the Role of Organizational Learning in the Insurance IndustryJournal of Business and Behavior Sciences, 29
Tamara Keszey (2018)
Boundary spanners' knowledge sharing for innovation success in turbulent timesJ. Knowl. Manag., 22
A. Paraskevas, L. Altınay, J. McLean, C. Cooper (2013)
CRISIS KNOWLEDGE IN TOURISM: TYPES, FLOWS AND GOVERNANCEAnnals of Tourism Research, 41
Suze Wilson (2020)
Pandemic leadership: Lessons from New Zealand’s approach to COVID-19Leadership, 16
Maria Brandebo (2020)
Destructive leadership in crisis managementLeadership & Organization Development Journal, 41
International Review of Public Administration, 18
Kholekile Gwebu, Jing Wang, Li Wang (2018)
The Role of Corporate Reputation and Crisis Response Strategies in Data Breach ManagementJournal of Management Information Systems, 35
F. Zouaghi, Mercedes Sánchez, Marian Martinez (2018)
Did the global financial crisis impact firms' innovation performance? The role of internal and external knowledge capabilities in high and low tech industriesTechnological Forecasting and Social Change
(2001)
Introduction. in managing industrial knowledge
Ester Laar, A. Deursen, J. Dijk, Jos Haan (2020)
Determinants of 21st-Century Skills and 21st-Century Digital Skills for Workers: A Systematic Literature ReviewSAGE Open, 10
J. Hernantes, Eliot Rich, A. Laugé, L. Labaka, J. Sarriegi (2013)
Learning before the storm: Modeling multiple stakeholder activities in support of crisis management, a practical caseTechnological Forecasting and Social Change, 80
Kathrin Rosing, M. Frese, Andreas Bausch (2011)
Explaining the Heterogeneity of the Leadership-Innovation Relationship: Ambidextrous LeadershipLeadership Quarterly, 22
Zhe Zhang, Ming Jia, Lihong Gu (2012)
Transformational leadership in crisis situations: evidence from the People's Republic of ChinaThe International Journal of Human Resource Management, 23
Ishani Aggarwal, A. Woolley, C. Chabris, T. Malone (2019)
The Impact of Cognitive Style Diversity on Implicit Learning in TeamsFrontiers in Psychology, 10
S. Ponis, E. Koronis (2012)
A Knowledge Management Process-Based Approach to Support Corporate Crisis ManagementKnowledge and Process Management, 19
Radostina Purvanova, Renata Kenda (2018)
Paradoxical Virtual Leadership: Reconsidering Virtuality Through a Paradox LensGroup & Organization Management, 43
H. Zacher, Kathrin Rosing (2015)
Ambidextrous leadership and team innovationLeadership & Organization Development Journal, 36
Yan Zhang, D. Waldman, Yu-Lan Han, Xiao-Bei Li (2015)
Paradoxical Leader Behaviors in People Management: Antecedents and ConsequencesAcademy of Management Journal, 58
E. Antonacopoulou, Zachary Sheaffer (2014)
Learning in CrisisJournal of Management Inquiry, 23
Shari Veil (2011)
Mindful Learning in Crisis ManagementInternational Journal of Business Communication, 48
E. Barasa, Rahab Mbau, L. Gilson (2018)
What Is Resilience and How Can It Be Nurtured? A Systematic Review of Empirical Literature on Organizational ResilienceInternational Journal of Health Policy and Management, 7
J. March (1995)
The Future, Disposable Organizations and the Rigidities of ImaginationOrganization, 2
Apostolos Rafailidis, P. Trivellas, Panagiotis Polychroniou (2017)
The mediating role of quality on the relationship between cultural ambidexterity and innovation performanceTotal Quality Management & Business Excellence, 28
D. Shaw, M. Hall, J. Edwards, Brad Baker (2007)
Responding to crisis through strategic knowledge managementJournal of Organizational Change Management, 20
Reza Najafbagy (2011)
The Crisis Management Capabilities and Preparedness of Organizations: A Study of Iranian HospitalsThe International Journal of Management, 28
A. Carmeli, J. Schaubroeck (2008)
Organisational Crisis- Preparedness: The Importance of Learning from FailuresLong Range Planning, 41
Tae-Yeol Kim, E. David, Zhiqiang Liu (2020)
Perceived Cognitive Diversity and Creativity: A Multilevel Study of Motivational Mechanisms and Boundary ConditionsJournal of Creative Behavior
J. Brzozowski, M. Cucculelli (2016)
Learning from crisis: a systematic literature review
K. Burnard, R. Bhamra, C. Tsinopoulos (2018)
Building Organizational Resilience: Four ConfigurationsIEEE Transactions on Engineering Management, 65
Lucy Gilson, Caren Goldberg (2015)
Editors’ CommentGroup & Organization Management, 40
M. Bogus (2015)
Intellectual Development of Primary School-Aged Bilingual LearnersMediterranean journal of social sciences, 6
S. Ananthram, A. Nankervis, Christopher Chan (2013)
Strategic human asset management: evidence from North AmericaPersonnel Review, 42
J. Scheuerlein, H. Chládková, Klaus-Albert Bauer (2018)
TRANSFORMATIONAL LEADERSHIP QUALITIES DURING THE FINANCIAL CRISIS-A CONTENT ANALYSIS OF CEOS LETTER TO SHAREHOLDERS
Inga Dennhag, Anders Steinvall, Camilla Hakelind, Mats Deutschmann (2019)
Exploring gender stereotypes about interpersonal behavior and personality factors using digital matched-guise techniquesSocial Behavior and Personality: an international journal
Fong-Yi Lai, Hui-Chuan Tang, Szu-Chi Lu, Yu-Chin Lee, Cheng-Chen Lin (2020)
Transformational Leadership and Job Performance: The Mediating Role of Work EngagementSAGE Open, 10
Jessie Wilson, A. Mandich, Lilian Magalhaes (2016)
Concept MappingQualitative Health Research, 26
Marianne Lewis, C. Andriopoulos, Wendy Smith (2014)
Paradoxical Leadership to Enable Strategic AgilityCalifornia Management Review, 56
M. Lauras, Sébastien Truptil, F. Bénaben (2015)
Towards a better management of complex emergencies through crisis management meta-modelling.Disasters, 39 4
T. Khvatova, M. Block, D. Zhukov, S. Lesko (2016)
How to measure trust: the percolation model applied to intra-organisational knowledge sharing networksJ. Knowl. Manag., 20
Jia Wang (2008)
Developing Organizational Learning Capacity in Crisis ManagementAdvances in Developing Human Resources, 10
W. Broekema, Daphne Kleef, T. Steen (2017)
What Factors Drive Organizational Learning from Crisis? Insights from the Dutch Food Safety Services’ Response to Four Veterinary CrisesInfoSciRN: Knowledge Management (Topic)
L. Barton (1990)
Crisis Management: Selecting Communications StrategyManagement Decision, 28
Jonathan Bundy, Michael Pfarrer, Cole Short, W. Coombs (2017)
Crises and Crisis Management: Integration, Interpretation, and Research DevelopmentJournal of Management, 43
L. Cania, Bajram Korsita (2015)
Knowledge Management: The Key to Sustainability of Economic CrisisMediterranean journal of social sciences, 6
Denis Smith (1990)
Beyond contingency planning: towards a model of crisis managementOrganization & Environment, 4
Wei-Tsong Wang (2009)
Knowledge management adoption in times of crisisInd. Manag. Data Syst., 109
Jamilah Jamal, Hassan Bakar (2017)
The Mediating Role of Charismatic Leadership Communication in a Crisis: A Malaysian ExampleInternational Journal of Business Communication, 54
Lin Yi, Hongyi Mao, Zongjun Wang (2019)
How Paradoxical Leadership Affects Ambidextrous Innovation: The Role of Knowledge SharingSocial Behavior and Personality: an international journal
The prevalence of instability and crises in organizational ecosystems seems to be on the increase, with an upward trend in the occurrence of, for example, natural disasters, such as tornadoes in America, bushfires in Australia and the widespread outbreak of diseases, e.g., Covid-19. As contexts of crisis increase in frequency, the ability of organizations to adapt and effectively respond to crises has become a key necessity for organizational survival and continuity. The purpose of this paper is to explore how the repercussions of crises may be curtailed through a multidimensional crisis management approach.Design/methodology/approachThis paper applies a narrative literature review and concept mapping to synthesize and establish relationships between the literature in the domains of leadership, knowledge management, learning and contexts of crisis. The output of this methodological orientation is the Integrated Crisis Management Framework, presenting a conceptualized overview of the symbiotic and intertwined manner through which leadership, knowledge management and learning contribute towards effective crisis management.FindingsAccording to the analysis and the conceptual underpinnings of this paper, in contexts of crisis, leadership is generally responsible for aggregating crisis management strategies and establishing employee motivation. Knowledge management, on the other hand, provides the infrastructure necessary for calculated yet rapid decision-making. Similarly, in times of crisis, learning is a prerequisite for the development of a “learningful” organization, which contributes towards crisis management by serving as the organization's “memory” – where lessons learned from previous crises suffice to guide future crisis response.Originality/valueThe literature in crisis management reveals that existing crisis management models and frameworks generally consider crisis from a unidimensional perspective, neglecting to account for the multifaceted nature of crises, and the numerous attributes necessary to overcome contexts of crisis. To address this gap in the literature, this paper proposes a multidimensional conceptualization of crisis management through combining three core elements, including leadership, learning and knowledge management. The novelty of this paper is an Integrated Crisis Management Framework, and eight empirical propositions, which act as an impetus for future research.
International Journal of Organizational Analysis – Emerald Publishing
Published: Jan 31, 2023
Keywords: Crises; Crisis management; Crisis management framework; Knowledge management; Organizational learning; Leadership
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.