Surprise and its causes in business administration and strategic studies

Bar‐Joseph, Uri; Sheaffer, Zachary

doi:10.1080/08850609808435380

Cited by 8 publications

(4 citation statements)

References 39 publications

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“…For example, Mezias and Starbuck [58] have long researched managers' awareness of their business environments, finding this lacking to an alarming degree. 14 …”

Section: Reasons For Not Noticingmentioning

confidence: 97%

“…Much of what goes on in our visual process is thus a grand illusion [62]. Proponents of the active vision school regard this illusion as being created ''through our incredible ability to direct our eyes effortlessly to any desired location'' [60, p. 2]; they see the mobile nature of the human eye, not so much as a coincidence or a luxury, but rather as ARTICLE IN PRESS 14 That blind spots and tunnel vision continue to cause despair is evidenced in a discussion about US failures to foresee their current security problems [59]: ''we still tend to view the enemy through the narrow bores and restricted optics of our existing security structure.'' ''very probably the only way in which a visual system can combine high resolution with the ability to monitor the whole visual field'' [60, p. 5].…”

Section: Why Then Do We Need the Periphery?mentioning

confidence: 99%

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Foresight—Are we looking in the right direction?

Neugarten

2006

Futures

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“…For example, Mezias and Starbuck [58] have long researched managers' awareness of their business environments, finding this lacking to an alarming degree. 14 …”

Section: Reasons For Not Noticingmentioning

confidence: 97%

Section: Why Then Do We Need the Periphery?mentioning

confidence: 99%

Foresight—Are we looking in the right direction?

Neugarten

2006

Futures

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“…Consequently, a break with the external reality occurs owing to the collective myopia toward competitive challenges. Under circumstances of continued success, crises are perceived as temporary or secondary thus overemphasizing the effectiveness of past strategies as a basis of restoring future success (Bar-Joseph & Sheaffer, 1998;Kisfalvi, 2000). Hamel and Prahalad (1994) dubbed this phenomenon as a lack of genetic diversity contending that training and development interventions in organizations whose leaders are afflicted by this phenomenon lead to fixation of joint beliefs and enshrine a given state of affairs.…”

Section: The Politics Of Success Vicementioning

confidence: 99%

Learning in Crisis

Antonacopoulou¹,

Sheaffer

2013

Journal of Management Inquiry

Self Cite

106

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This article introduces the concept of learning in crisis (LiC) as a new mode of learning especially in turbulent times. Drawing on a theoretical integration of the organizational learning and crisis management literatures, LiC challenges the basic assumptions that inform hitherto analyses of learning in relation to crisis-beset organizations. LiC promotes the importance of practising and provides a basis for rethinking the way learning is associated with organizational failure and crisis thus, revealing a range of additional questions that could inform both scholarship and business practice in crisis management and organizational learning.

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“…Crisis‐prone leaders are typified by centralization, overconfidence (Richardson, 1993) and risk taking (Watkins and Bazerman, 2003), generally implying a transactional style. Overconfidence and paranoid tendencies in this vein disrupt afflicted managers' judgment (Bar‐Joseph and Sheaffer, 1998). Schwartz (1987, p. 56) referred to this behavioral pattern as narcissistic or a denial of reality.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Leadership attributes, masculinity and risk taking as predictors of crisis proneness

Sheaffer

Bogler

Sarfaty³

2011

Gender in Mgmt: Int J

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PurposeThe purpose of this paper is to examine the extent to which leadership attributes, masculinity, risk taking and decision making affect perceived crisis proneness.Design/methodology/approachThe paper draws mainly on the literature about gender, leadership and organizational crisis to explore whether masculinity predicts crisis proneness, and the extent to which leadership attributes as well as risk‐taking and decision‐making style are efficient predictors of perceived crisis preparedness (CP). Utilizing pertinent literature and concepts, the paper evaluates a database of 231 female and male managers.FindingsAs hypothesized, masculinity is positively associated, whereas transformational leadership is inversely associated with perceived crisis proneness. Both participative decision making and passive management predict higher degree of perceived crisis proneness and so does risk taking.Research limitations/implicationsMore in‐depth research as well as larger and more diverse sample is required to explore more definitively why and how masculinity is positively associated with crisis proneness.Practical implicationsThe paper provides preliminary evidence regarding the merits of feminine leadership traits as facilitators of CP This finding does not, however, preclude the usefulness of masculine attributes in managing actual organizational crises. The findings appear particularly relevant given the current turbulent business environments and the increasing frequency and magnitude of corporate crises.Originality/valueThe paper synthesizes evidence on CP proneness and gender, and the evidence of feminine attributes as an important antidote to perceived crisis proneness. The paper outlines reasons for this phenomenon and implications for placement of managers in current business arenas.

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Surprise and its causes in business administration and strategic studies

Cited by 8 publications

References 39 publications

Foresight—Are we looking in the right direction?

Foresight—Are we looking in the right direction?

Learning in Crisis

Leadership attributes, masculinity and risk taking as predictors of crisis proneness

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