Organizational Cooperation in Crises

Svedin, Lina

doi:10.4324/9781315599083

Cited by 8 publications

(6 citation statements)

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“…This particular line of argument particularly draws from interteam conflict literature and the widely accepted empirical finding that, in a competitive environment involving threats, positive affect among group members tends to rise along with an increase in interteam hostility (Sherif & Sherif, 1953;Staw et al, 1981). More recently, Svedin (2009) similarly noted the tendency of higher intrateam positive affect and associated behavioral dynamics during collective threat as "rallying around the flag" (p. 35). In sum, to the extent that the crisis presents a significant threat to the organization, we argue that it mitigates the influence of intrateam affective (relational) conflict on strategic decision outcomes.…”

Section: The Moderating Role Of Organizational Crisismentioning

confidence: 99%

The Effect of Conflict Type and Organizational Crisis on Perceived Strategic Decision Effectiveness

Hurt

Abebe²

2015

Journal of Leadership & Organizational Studies

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The current study aims to investigate the effects of cognitive and affective conflict on two important attributes of perceived strategic decision effectiveness: perceived strategic decision quality and commitment. Specifically, we identify cognitive conflict as a nonlinear phenomenon and test whether the presence of an organizational crisis alters the relationship between conflict types (cognitive and affective) and perceived decision quality and commitment. Our analysis of data from 264 executives comprising a total of 64 strategic decision-making (SDM) teams indicates that the effect of cognitive conflict on perceived strategic decision outcomes is, in fact, nonlinear. Furthermore, the findings of the study also revealed that organizational crisis is a significant moderator of the relationship between both level of cognitive and affective conflict and perceived strategic decision quality. These results help clarify the mixed findings about the effects of cognitive conflict within SDM teams and provide some insight on how SDM teams can maximize conflict in the decision-making process, without incurring its costs. More important, our findings indicate that high crisis contexts tend to lessen the influence of both cognitive and affective conflict on perceived strategic decision quality, suggesting that intrateam conflict dynamics among top management teams to some extent could be superseded by the urgent need for prompt decision making and collaboration. Implications for research and practice are discussed.

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Section: The Moderating Role Of Organizational Crisismentioning

confidence: 99%

The Effect of Conflict Type and Organizational Crisis on Perceived Strategic Decision Effectiveness

Hurt

Abebe²

2015

Journal of Leadership & Organizational Studies

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“…Altruistic behaviors refer to the behaviors made by individuals as the act of helping or benefiting others (Kurzban et al, 2015 ). When jointly confronting the unexpected outbreak of a public crisis, groups resort to collaborative behaviors on the grounds of social identification (Svedin, 2016 ). Moreover, the stigmatization of the group lays an environmental basis for them to form a collective.…”

Section: Social Identity and Social Cooperationmentioning

confidence: 99%

Negative Emotion Arousal and Altruism Promoting of Online Public Stigmatization on COVID-19 Pandemic

et al. 2021

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The outbreak of COVID-19 is a public health crisis that has had a profound impact on society. Stigma is a common phenomenon in the prevalence and spread of infectious diseases. In the crisis caused by the pandemic, widespread public stigma has influenced social groups. This study explores the negative emotions arousal effect from online public stigmatization during the COVID-19 pandemic and the impact on social cooperation. We constructed a model based on the literature and tested it on a sample of 313 participants from the group being stigmatized. The results demonstrate: (1) relevance and stigma perception promote negative emotions, including anxiety, anger, and grief; (2) the arousal of anger and grief leads to a rise in the altruistic tendency within the stigmatized group; and (3) stigmatization-induced negative emotions have a complete mediating effect between perceived relevance and altruistic tendency, as well as perceived stigma and altruistic tendency. For a country and nation, external stigma will promote the group becoming more united and mutual help. One wish to pass the buck but end up helping others unintentionally. We should not simply blame others, including countries, regions, and groups under the outbreak of COVID-19, and everyone should be cautious with the words and actions in the Internet public sphere.

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“…However, there are only few scientific crisis definitions that are robust enough to render a crisis selection for a study indisputable. This can be explained by the assumption that the identification and acceptance of a crisis is largely dependent on individual perceptions (Boin, 2005;Svedin, 2009;'t Hart & Boin, 2001). Nevertheless, despite a certain vagueness to the concept of crisis in the crisis management literature (Roux-Dufort, 2007;Roux-Dufort & Lalonde, 2013;Topper & Lagadec, 2013), most crisis management researchers agree on major characteristics of crises.…”

Section: Selection Of Casesmentioning

confidence: 99%

Identifying Crisis Characteristics: Cross‐Case Relevant Crisis Character Variables for Public Administrations

Kalbassi¹,

Kauf²

2017

Risk Hazard & Crisis Pub Pol

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In the crisis management literature, only few approaches exist that focus on cross‐case relevant crisis character variables for public administrations. In order to overcome this shortage, this paper identifies and operationalizes cross‐case relevant crisis character variables derived from crisis management literature. A quantitative analysis (clustering) of past crises in Switzerland makes the relevance of the identified variables for the characterization of crises plausible. With the determination of a range of cross‐case relevant crisis character variables and the analysis of a number of crises by quantitative methods, we chose rather unfamiliar approaches in crisis management research. Therefore, the presented research aims to stimulate a discussion among crisis management scholars about both relevant variables and suitable methods for the identification of crisis characteristics.

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Organizational Cooperation in Crises

Cited by 8 publications

References 0 publications

The Effect of Conflict Type and Organizational Crisis on Perceived Strategic Decision Effectiveness

The Effect of Conflict Type and Organizational Crisis on Perceived Strategic Decision Effectiveness

Negative Emotion Arousal and Altruism Promoting of Online Public Stigmatization on COVID-19 Pandemic

Identifying Crisis Characteristics: Cross‐Case Relevant Crisis Character Variables for Public Administrations

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