Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions

9 Pages Posted: 13 Dec 2013

See all articles by Marcus Selart

Marcus Selart

Norwegian School of Economics (NHH) - Department of Strategy and Management

Svein Tvedt Johansen

UiT The Arctic University of Norway

Synnøve Nesse

Norwegian School of Economics (NHH) - Department of Strategy and Management

Date Written: August 15, 2013

Abstract

Crisis prevention plans are usually evaluated based on their effects in terms of preventing or limiting organizational crisis. In this survey-based study, the focus was instead on how such plans influence employees’ reactions in terms of risk perception and well-being. Five different organizations were addressed in the study. Hypothesis 1 tested the assumption that leadership crisis preparation would lead to lower perceived risk among the employees. Hypothesis 2 tested the conjecture that it would also lead to a higher degree of well-being. Both hypotheses were supported. The results and their implications are discussed.

Suggested Citation

Selart, Marcus and Johansen, Svein Tvedt and Nesse, Synnøve, Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions (August 15, 2013). Journal of Business Ethics, (2013), 116, 99-106 , Available at SSRN: https://ssrn.com/abstract=2366392

Marcus Selart (Contact Author)

Norwegian School of Economics (NHH) - Department of Strategy and Management ( email )

Breiviksveien 40
N-5045 Bergen
Norway
+47 55 95 96 95 (Phone)

Svein Tvedt Johansen

UiT The Arctic University of Norway ( email )

Norway
+4777058262 (Phone)

Synnøve Nesse

Norwegian School of Economics (NHH) - Department of Strategy and Management

Breiviksveien 40
N-5045 Bergen
Norway

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