Delving into the Roots of Crises

Roux-Dufort, Christophe

doi:10.1002/9781118516812.ch3

Cited by 25 publications

(29 citation statements)

References 43 publications

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“…Current literature recognizes the processual nature of crisis and often theorizes organizational crisis management as a process (i.e. crisis-as-process; Blackman & Ritchie, 2008;Prayag, 2018;Williams et al, 2017), which involves the prevention, preparation, response, and recovery phrases (Jiang et al, 2018;Roux-Dufort, 2016). Paraskevas and Quek (2019) fuse risk management with crisis management to offer a risk intelligence framework that articulates a recursive cycle leading from risk sensing, risk assessment, risk treatment, crisis response to crisis recovery.…”

Section: Corporate Crisis Managementmentioning

confidence: 99%

Strategic crisis response through changing message frames: a case of airline corporations

Wong

2020

Current Issues in Tourism

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Section: Corporate Crisis Managementmentioning

confidence: 99%

Strategic crisis response through changing message frames: a case of airline corporations

Wong

2020

Current Issues in Tourism

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“…Specifically, by adverse events, we refer to low-probability, high-impact negative shocks or jolts to a focal individual’s or organization’s environment that is potentially highly disruptive to well-being (consistent with Pearson & Clair, 1998). By persistent adversity, we refer to a continued cumulative process of downward pressure that imposes an ongoing and persistent threat to well-being (i.e., the well-being of individuals, organizations, and communities) (consistent with Roux-Dufort, 2016; Turner, 1976). We use the term “well-being” as it is used in the literature to reflect individual (Bonanno, Brewin, Kaniasty, & Greca, 2010), organizational (Williams, Gruber, Sutcliffe, Shepherd, & Zhao, 2017), and community (Almandoz et al, 2017) functioning in the face of adversity.…”

Section: Introductionmentioning

confidence: 99%

“…Despite the different conceptualizations of well-being and adversity in the literature across levels of analysis, they largely draw from similar foundations. Specifically, these conceptualizations emphasize that actors (individuals, organizations, and communities) experience objective threats to well-being in the form of adversity, which can potentially disrupt the actors’ functioning (Almandoz et al, 2017; Bonanno et al, 2010; Roux-Dufort, 2016). Adversity, then, is universally experienced as a potential disruption, but the outcome of adversity for an actor depends on a variety of factors, including the actor’s pre-adversity resources and capability for adaptation and adjustment in the midst of adversity (see Williams et al, 2017, for review).…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurship responding to adversity: Equilibrating Adverse Events and Disequilibrating Persistent Adversity

Shepherd

Williams

2020

Organization Theory

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Entrepreneurship and organization theory can both benefit from a mutual exchange to theorize on a number of topics. One such topic is organizational responses to adversity. In this paper, we theorize by abstracting across highly contextualized papers on entrepreneurship’s role in responding to adversity and propose that entrepreneurial action, such as the creation of new ventures, performs a different function depending on whether the adversity is an event or a persistent state. Specifically, we theorize that entrepreneurial action performs the role of an equilibrating mechanism when adversity is an event, such as an earthquake that kills thousands of people and injures many more, business failure, and perhaps the Covid-19 pandemic, and performs the role of a disequilibrating mechanism when adversity is a persistent state, such as for poor farmers in rural India, women in patriarchal communities in Bangladesh, and perhaps the Covid-19 pandemic. We then explore the possibilities of entrepreneurship for both equilibrating and disequilibrating adversity and offer some future research opportunities that we believe can make important contributions to organization theory and the entrepreneurship literature.

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“…This provided an unobtrusive yet effective access to empirical data on consumer-facing value creation and capture action responses, avoiding the pitfalls related to recall such as false recollection, a posteriori rationalization, missing archives, etc. ( Roux-Dufort, 2016 :25).…”

Section: Study Context: the Covid-19 Pandemic In Finlandmentioning

confidence: 99%

Expanding entrepreneurial solution spaces in times of crisis: Business model experimentation amongst packaged food and beverage ventures

Björklund

Mikkonen

Mattila

et al. 2020

Journal of Business Venturing Insights

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Research summary Times of crisis require entrepreneurial responses to mitigate adverse effects and address new opportunities. This study focuses on how packaged food and drink entrepreneurs in Finland took action to create and capture new value during the Covid-19 crisis. Examining 844 social media posts of 66 ventures between March and May 2020 and interviewing 17 of these ventures, we found ventures to experiment with new business model variations, which not only expanded their set of solutions directly, but resulted in action-based learning leading to longer-term changes and increased capabilities for subsequent value creation. Furthermore, collaborative experiments and prosocial support increased the solution space through developing the capabilities of the ecosystem. Managerial summary The global lockdown measures in response to the coronavirus pandemic have disrupted supply, production, sales and consumption. Facing these constraints, entrepreneurs can respond quickly and experiment to create new liquidity and opportunities. Our analysis of packaged food and beverage entrepreneurs in Finland during the crisis shows how entrepreneurs leverage existing resources and acquire new ones to create new offerings, operations and partnerships. These initial actions serve as experiments to learn from in creating and revising business models, promoting a virtuous cycle of further action and expanding potential future solutions accessible to entrepreneurs. Importantly, opportunities available to the venture expand through both venture specific learning and through supporting other actors in the ecosystem.

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Delving into the Roots of Crises

Cited by 25 publications

References 43 publications

Strategic crisis response through changing message frames: a case of airline corporations

Strategic crisis response through changing message frames: a case of airline corporations

Entrepreneurship responding to adversity: Equilibrating Adverse Events and Disequilibrating Persistent Adversity

Expanding entrepreneurial solution spaces in times of crisis: Business model experimentation amongst packaged food and beverage ventures

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