Institutionalized Mindsets of Invulnerability: Differentiated Institutional Fields and the Antecedents of Organizational Crisis

Wicks, David

doi:10.1177/0170840601224005

Cited by 181 publications

(170 citation statements)

References 26 publications

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“…Regarding the retrenchment phase's timing, scholars resort to the organizational inertia concept as part of the threat-rigidity theory (Wicks 2001), as retrenching actions should be initiated as soon as possible to ensure short-term stabilization (Jansen 2004;Moulton and Thomas 1993;Sheppard 1994). Large firms are especially disposed to organizational rigidity in the face of distress, as pre-distress inertia is already high (Audia and Greve 2006;Rosenblatt et al 1993).…”

Section: Retrenchmentmentioning

confidence: 99%

Corporate distress and turnaround: integrating the literature and directing future research

Schweizer

Nienhaus

2017

Bus Res

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The topic of corporate distress and turnaround has been of interest to organizational change theory for many decades. This article considers existing reviews in discussing the current body of turnaround literature across multiple research fields and structures its work along a holistic framework. The numerous facets of corporate turnaround, resorting to general corporate restructuring research classifications, are clustered in a more detailed manner than those that merely rely on two commonly employed turnaround dimensions: ''retrenchment'' and ''recovery.'' The authors develop an agenda for future research based on this cross-disciplinary literature aggregation by highlighting current gaps and offering potential research questions. The review contributes to the understanding of corporate distress and turnaround by integrating different research streams. Additionally, the work emphasizes the need for further harmonization and operationalization in turnaround success metrics.

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Section: Retrenchmentmentioning

confidence: 99%

Corporate distress and turnaround: integrating the literature and directing future research

Schweizer

Nienhaus

2017

Bus Res

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“…In so doing they have profoundly influenced the larger discourses of worker safety and organizational responsibility in the province of Nova Scotia. In the construction and reconstruction of the Westray story, historical narrative has become overdetermined (Weick, 1995), allowing heuristics of grief and blame to represent pathological reproduction of dysfunctional practices (Mills, 1998;Wicks, 2001).…”

Section: Conclusion: Theoretical and Research Implicationsmentioning

confidence: 99%

“…Apart from the legal issues (see also Dodd, 1999), studies of the Westray mine disaster have focused on the psychology and perceptions of the miners and their families (Comish, 1993;Comish & Comish, 1999;Dodd, 1999;Wilde, 1997), institutional and structural pressures (Hynes & Prasad 1997;Wicks 2001), politics (Jobb, 1994), employer-employee relations (Glasbeek & Tucker, 1999), public relations (Richards, 1996), and newspaper reporting of events (McMullan, 2001;McMullan & Hinze, 1999). In this paper we explore the role of the media in the social construction of a sense of an organizational disaster such as that of the Westray mine explosion.…”

Section: Introductionmentioning

confidence: 99%

Making Sense of Bad News: The Media, Sensemaking, and Organizational Crisis

O'Connell

Mills

2003

Canadian Journal of Communication

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This paper explores the construction of organizational crisis through the discourse of media. Using a critical sensemaking framework, the authors conclude that the media serve as a disproportionate influence in the creation of plausible organizational narrative after crisis. They implicate the practices of journalistic work and the relationships between news workers and those holding power in organizations. They use the 1992 explosion at the Westray coal mine in Nova Scotia, Canada, where 26 men died, to illustrate these contentions. They find that among available and plausible early narratives of this event, enactment of a discourse of natural disaster and tragedy has prevailed over those that incorporated human agency and organizational culpability.Résumé : Cet article explore la construction de crises organisationnelles faite par le discours médiatique. Utilisant un cadre critique pour interpréter les faits, les auteurs concluent que les médias ont une influence disproportionnée dans la création d'une narration organisationnelle plausible après une crise. Pour expliquer cette influence, les auteurs impliquent les pratiques du travail journalistique ainsi que les relations entre les travailleurs des médias et les détenteurs du pouvoir dans les organisations. Ils illustrent ces affirmations en se rapportant à l'explosion de 1992 dans la mine Westray en Nouvelle-Écosse, Canada, où 26 hommes sont morts. Ils trouvent que, parmi les premières narrations disponibles et plausibles de cet événement, la promulgation d'un discours de désastre naturel et de tragédie l'a emporté sur les discours incorporant l'action humaine et la culpabilité organisationnelle.

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“…The institutional environment provides the boundaries for the firm, either legally or virtually, to operate and conduct its business (Wicks, 2001). Dickson and Weaver (2008) argue that institutional setting shapes individual entrepreneurs thinking and how they manage their business.…”

Section: Figure 1: Research Framework For Studymentioning

confidence: 99%