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This article concerns the Organizational Reliability Model (ORM) verification in the crisis escalation phase caused by critical conditions of organization functioning induced by the COVID-19 pandemic. ORM is constituted by three reliabilities, human resources, information technology, and management, which are mediators through which Type-1 and Type-2 reliability capabilities influence organizational reliability. Organizational reliability is a prerequisite for sustainability of contemporary organizations. The model was developed and verified for a variety of operating conditions. However, crisis induced by a Black Swan type of event creates conditions so critical that it calls for verification of known paradigms and models, as an element of crisis-state theory building. This is why this paper’s aim was to verify the ORM and explain the mechanisms of shaping organizational reliability in such conditions in order to contribute to both theory (verifying the organizational reliability paradigm among organizations in crisis) and practice (proposing mechanisms, potentially helping them survive). The ORM is empirically verified based on the sample of 115 employees from Italy operating under critical conditions of the COVID-19 pandemic (research carried out in the week of 18–22 March 2020). In order to verify the hypothesis, the path analysis was executed using SPSS AMOS. The results confirmed that in the extreme critical conditions causing crisis escalation for the organizations, there is a need to redefine the existing paradigms, including ORM. The results show that the HR reliability role in the ORM has drastically changed and the mechanism of its influence on organizational reliability is significantly different in crisis influenced by critical conditions of organization functioning. They also confirmed that IT together with HR is dependent on management to change the way of working and until that, its reliability may be counterproductive for the reliability of organizational as a whole. Therefore, obtaining sustainability in the crisis escalation phase requires redefining the mechanisms for securing organizational reliability.

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Controlling solutions implemented in the organization evolve in a continuous manner. They are becoming more "mature"-expanding the scope and depth of implemented solutions in striving for excellence. Nowadays, meeting controlling demands (in case of information requirements) is impossible without information technology (IT) support. Hence, IT reliability seems to play a special role in this maturation process. The notion of IT reliability is discussed in the paper as a prerequisite for the implementation of this management support method. Potential factor favoring the process of maturation of controlling solutions are also discussed. The aim of the paper is to identify what is the influence of IT reliability on controlling maturity (and excellence). The analysis will cover relations between the time of use of controlling (as an expression of maturity and excellence), the quality of its outputs, the results obtained due to its implementation in the organization and IT reliability, considered as a moderator of changes in controlling in the organization. The proposed theoretical framework is verified empirically on the sample of 557 organizations operating in Poland.

Controlling is a method, which is most often used in contemporary organizations. The expectation of improvement of the organization’s results is the most important reason of controlling implementation. The relation between controlling use and organizational performance is often taken for granted, however there are no comprehensive research explaining in detail how it affects results of organization functioning. The article attempted to fill in the existing research gap and explain how controlling affects results of organization functioning. The analysis concerned the impact of controlling use on both job performance and organizational performance. Since the job performance in case of controlling is increasingly dependent on the IT solutions, the analysis concerned the impact of IT reliability and User Experience (UX) on the developed model of the controlling influence on organizational performance. In that context the aim of the article was to clarify the mechanism of controlling use influence on organizational performance – considering the mediating role of job performance of employees and moderating role of IT solutions (the impact of UX and IT reliability on the relations between controlling, job performance and organizational performance). Formulated hypotheses were verified empirically on the sample of 637 organizations (349 operating in Poland and 288 operating in Switzerland). The presented results of empirical research allowed for the construction of a mediating model demonstrating the impact of controlling use on both job performance and organizational performance and shown that UX and IT reliability are moderators of the relation between the controlling use and job performance, and the relation between job performance and organizational performance.

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