Affiliation:
1. University of North Alabama
Abstract
Organizations develop crisis readiness to avoid and mitigate crises. This study investigates several factors that influence crisis readiness, including market dynamism, perceived likelihood of a crisis (PLC), and firm size. It also evaluates the impact of crisis readiness on firm performance. Results from a PLS-SEM assessment of 301 managers in the United States suggest that market dynamism drives firm performance while heightening both PLC and crisis readiness. When compared to large organizations, managers in small- and medium-sized enterprises (SMEs) reported higher PLC but lower crisis readiness, underscoring the challenges faced by small firms regarding crisis preparation. Crisis readiness was also positively linked to both financial and non-financial performance. The model tested in this study supports the influence of external and organizational factors on crisis preparation, as well as subsequent links with firm performance.
Publisher
University of New Haven - College of Business
Reference122 articles.
1. Ali, A. J., & Al-Aali, A. (2016). Human capital and crisis management. Journal of Transnational Management, 21(4), 200-216.
2. Antonacopoulou, E. P., & Sheaffer, Z. (2014). Learning in crisis: Rethinking the relationship between organizational learning and crisis management. Journal of Management Inquiry, 23(1), 5-21.
3. Antoncic, B., & Hisrich, R. D. (2001). Intrapreneurship, construct refinement and cross-cultural validation. Journal of Business Venturing, 16, 495-427.
4. Areiqut, A. Y. M., & Zamil, A. M. (2011). The role of empowerment in crisis management in business organizations. Asian Journal of Business Management, 3(3), 188-195.
5. Ashford, B. E., & Anand, V. (2003). The normalization of corruption in organizations. Research in Organizational Behavior, 25, 1-52.
Cited by
7 articles.
订阅此论文施引文献
订阅此论文施引文献，注册后可以免费订阅5篇论文的施引文献，订阅后可以查看论文全部施引文献