Organizational culture effects on strategy and adaptability in crisis management

Deverell, Edward; Olsson, Eva‐Karin

doi:10.1057/rm.2009.18

Cited by 47 publications

(40 citation statements)

References 34 publications

(25 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Some are oriented toward flexibility, which emphasizes adaptation and improvisation (Burns & Stalker, ; Cameron & Quinn, ). Adaptiveness allows flexibility‐oriented companies to move beyond operational norms in addressing disruptions (Deverell & Olsson, ). For instance, Bechky and Okhuysen () mention how SWAT teams adapt to the situation at hand by reordering and reorganizing their work routines when faced with unexpected situations.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Supply Chain Disruptions and Business Continuity: An Empirical Assessment

et al. 2019

View full text Add to dashboard Cite

Are business continuity programs (BCPs) useful in improving company performance? Risk management research suggests that BCPs are important in response and recovery from disruptions. However, critics suggest that BCPs rely too much on known risks and are overly complicated. This creates a decision dilemma regarding whether to invest in BCPs or not. Using two empirical studies, this manuscript offers theoretical and empirical evidence as to whether BCPs help limit the damage caused by supply chain disruptions and improve company financial performance. Using structural contingency and organizational information processing theories, the study develops hypotheses on how BCPs channel resources to recover from supply chain disruptions, contingent on a company's flexible or procedural response orientation. In Study‐1, the hypotheses are tested based on a combination of subjective (Likert‐based responses) and objective (historical financial performance) data gathered and matched from a cross‐section of Italian companies. Results suggest that BCPs are beneficial to companies with a procedural or flexible orientation in limiting the damage caused by supply chain disruptions. Companies with strong BCPs show better financial performance in comparison to their competition. In Study‐2, a vignette‐based factorial experiment is used to offer insight on how managers perceive the effect of flexible or procedural response orientation on limiting the operational damage of disruptions. Finally, post‐hoc analyses using fuzzy set qualitative comparative analysis (fsQCA) offers further evidence of a strong link between BCPs and financial performance (return on assets).

show abstract

Section: Theory and Hypothesesmentioning

confidence: 99%

Supply Chain Disruptions and Business Continuity: An Empirical Assessment

et al. 2019

View full text Add to dashboard Cite

show abstract

“…Unlike the NPS, Forest Service (FS) firefighters operate "by the book" (Weick, 1993). FS firefighters have a procedural response strategy (Deverell and Olsson, 2010). Focusing on procedures allows such organizations to develop reliable protocols to consistently address potential disruptions (Seifert, 2007).…”

Section: Near-misses and Supply Chain Disruption Response Strategiesmentioning

confidence: 99%

“…When faced with disruptions, companies orient their response efforts in two strategic directions: some use a procedural strategy while others use a flexible strategy (Deverell and Olsson, 2010;Harrald, 2006). We define procedural response strategy as formal protocols followed by organizations when managing disruptions.…”

Section: Introductionmentioning

confidence: 99%

Learning from near-miss events: An organizational learning perspective on supply chain disruption response

Azadegan

Srinivasan

Blome

et al. 2019

International Journal of Production Economics

View full text Add to dashboard Cite

Studying near-miss eventsoccasions when a company comes close to being negatively impactedcan help identify systemic issues and thereby enhance organizational resilience. However, what is not known is how firms learn from near-miss events, and how their learning is translated into response strategies in the face of supply chain disruptions. In this study, we address the following research questions-How does exposure to near-misses reflect in organizational response strategies to supply chain disruptions? Using single and double-loop learning from organizational learning theory, we examine how firms implement response strategies based on near-miss events. In addition, we examine the moderating effects of institutional pressures (from regulatory bodies and industry associations) into the model. We test the hypotheses using responses from 448 organizations in Germany, Switzerland and Sweden. Our results indicate that exposure to near-miss events leads firms to strengthen their focus on procedural response strategies and to lower their focus on flexible response strategies. Industry pressure furthers the effects of near-miss exposure in applying procedural strategies and limiting the application of flexible strategies. Regulatory pressure furthers the effects of near-miss exposure in limiting the application of flexible strategies. This study extends the body of supply Highlights  Near-miss events strengthen the firm's procedural response strategies and lower focus on flexible response strategies.  Industry pressure moderates the relationship between near-miss events and procedural response strategies (strengthens) and flexible response strategies (weakens).  Regulatory pressure weakens the relationship between near-miss exposure and flexible response strategies.

show abstract

“…Categorizing or making typologies is beneficial for structuring the crisis phenomenon and for demystifying the crisis concept (Deverell and Olsson, 2010). Arguably, one of the most used crisis dichotomies is the natural disaster versus the man-made crisis.…”

Section: A Review Of Crises Pastmentioning

confidence: 99%

European Civil Security Governance

Bossong¹,

Hegemann²

2015

View full text Add to dashboard Cite

Organizational culture effects on strategy and adaptability in crisis management

Cited by 47 publications

References 34 publications

Supply Chain Disruptions and Business Continuity: An Empirical Assessment

Supply Chain Disruptions and Business Continuity: An Empirical Assessment

Learning from near-miss events: An organizational learning perspective on supply chain disruption response

European Civil Security Governance

Contact Info

Product

Resources

About